Workforce Evolution in the Age of AI: How AI will Impact the Workforce

As AI increasingly automates tasks traditionally performed by humans, employees will have more time to spend on strategic, creative, and value-added activities. Workforce planners should understand which tasks can be automated by AI and which associated skills are no longer required by humans, freeing capacity for people to do other work. Leaders and workforce planners must adapt to these shifts as they plan for the workforce of the future.

When recruiting top-tier AI talent for the federal government, agencies should emphasize the mission-driven culture and public service of their organization. Given the competitive nature of AI talent recruitment, the federal government should leverage its unique position to offer opportunities that combine cutting-edge technology with impactful, large-scale societal contributions. This includes illuminating the true and impactful value of government service to our nation.

AI will require the human workforce to adjust to new ways of working. Leaders should consider AI as employees’ assistants, improving the speed at which work can be accomplished. Therefore, it will be critical to give the workforce a baseline understanding of AI and how it can augment work. Moreover, leaders can accelerate the impact of AI by training employees on human-AI teaming to enhance decision-making and increase efficiency and productivity.

As AI continues to take on the work that humans traditionally performed, there will also be a significant shift from a focus on cultivating technical skills to the need to scale human capabilities—the skills that AI can’t provide, such as leadership, problem-solving, curiosity, and empathy. These human capabilities will drive culture and innovation, ultimately improving mission outcomes.

Maintaining a focus on human-centric values and ethics as AI technologies continue to scale will help retain employees. As much as possible, leaders should involve employees in the AI implementation process by encouraging their input on how AI can be used to improve their work and the organization’s processes. Leaders should continue to reinforce that AI is used to augment—not replace—human capabilities and should continue promoting a culture of collaboration and empathy.

Transition points in a person’s career can be emotional and difficult, whether they be related to life events, organizational transformations, or retirement/departure. An organization’s approach to transition is a true indication of the organization’s culture and its commitment to its people. Providing thoughtful support and empathy during the phases of a person’s career will reinforce the human-centric culture that is imperative in an AI-enabled organization. While AI can certainly complement many transitional activities, it should not replace the critical leadership and person-to-person interactions that are vital to the wellness of employees.