Why AI upskilling falls short when C-suite is focused on job cuts

How should organisations approach AI upskilling when the C-suite is divided? 

The research identifies a direct performance risk for organisations that skip AI upskilling investment. It found that adequately trained employees were up to 1.5 times more likely to report stronger career progression, confidence, and optimism. 

That’s especially important for HR professionals building people-centred AI strategies that retain skilled employees through periods of rapid change. Without a capable workforce, technology investment is unlikely to return its projected value. 

Employees report their own version of this gap. Nine in 10 senior executives believe their staff are excited about AI, yet employees are far from enthusiastic. Some 39% say AI has them worried about their future. Another 31% worry they are falling behind, while 49% say they have had no support in learning AI. 

“AI will change jobs and economic pressure will force hard decisions,” said Jon Shanahan, president and chief executive officer of Businessolver. “These are challenges but also opportunities for companies to demonstrate empathy in the face of a generational workplace shift, while creating stronger, more resilient companies – not just more efficient ones.” 

The pressure high-growth organisations face 

High-growth organisations face the sharpest version of this tension. Those reporting significant financial growth over the past 12 months are twice as likely to cite AI-driven headcount reduction as a primary investment motivator. They also report twice the incidence of layoffs, alongside higher recruiting activity. Benefits investment lags by 13 points.