Menu

Upskilling

Preparing for the AI Revolution: Leadership Challenges in Workforce Upskilling

by

Preparing for the AI Revolution: Leadership Challenges in Workforce Upskilling

What if the biggest barrier to AI fluency isn’t budget or tech—but the invisible fear that learning it might quietly make someone obsolete?

As companies race to level-up their teams on AI and analytics, a startling gap emerges: the tools are ready, yet the humans behind them often aren’t.

This HR Spotlight asks the question no one wants to admit out loud: are we accidentally training our workforce to panic instead of prosper?

From mindset paralysis to patchy data pipelines, from “one-size-fits-none” courses to the terror of looking stupid in front of a chatbot, seasoned leaders expose the gritty, human hurdles that turn bold upskilling plans into half-hearted flops.

Their answers reveal a surprising truth: the fastest path to mastery isn’t more courses—it’s dismantling the quiet anxieties that keep people from even starting.

Read on!

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

The gap between AI enthusiasm and practical implementation costs organizations millions in wasted potential.

At Keller Executive Search, we notice the fear factor can’t be underestimated – many team members resist new technology simply because it feels intimidating.

The most successful transitions happen when we create tailored, role-specific training rather than one-size-fits-all approaches. We must bridge the gap between technical skills and business strategy, ensuring AI capabilities directly support our goals.

Data infrastructure often proves inadequate, requiring us to build stronger foundations before meaningful analytics can happen.

Perhaps most challenging is cultivating the right culture – one where our teams feel empowered to experiment while maintaining healthy skepticism about AI’s outputs.

When we address these challenges with clear communication about purpose and benefits, we achieve significantly better adoption rates and ultimately derive greater value from our AI investments.

Fear Blocks AI Before Training Starts

Brian Futral
Founder & Head of Content, The Marketing Heaven

Data Discipline

Skill gains die if the data pipeline still leaks.

First, lock a cross-team squad on data cleaning, version control, and privacy flags.

Dirty columns or orphaned dashboards will turn your newly minted analysts into cynics.

Keep the pipeline open but governed with clear roles for requests and approvals. It looks dull, yet it stops the wild west chaos that burns talent.

Mindset Reset

Most staff arrive with badge fatigue from endless training videos.

I ditch the slide deck and hand them a tiny real client brief.

We co-pilot with a generative model, watch it stumble, then fix the prompt together. The aha moment sticks.

Plan for uneven progress; extroverts share tips fast, introverts may need a channel to experiment in silence.

Allow side quests where volunteers document hacks for the wider team, and you get organic playbooks that no vendor can sell.

Dirty Data Kills Skill Gains Fast

Dr. Chad Walding
Chief Culture Officer & Co-Founder, NativePath

As a leader, you are sure to deal with resistance to change.

Humans are wired to resist change, and to confuse that with learning new technical tools outside of their range of comfort can be overwhelming.

The most important thing is to get them to adopt a growth mindset.

In my practice, I always encourage small steps so the employee can learn gradually, not all at once.

This plays a role in motivation; it keeps them from quitting because of burnout.

Another challenge has to do with time and energy.

The addition of learning new skills on top of existing duties can be demanding and drain energy.

I’ve always recommended that people create very clear, achievable learning goals and weave them into their daily routines, just like I encourage slow and not aggressive nutrition or movement habits for long lasting wellness.

Burnout Crushes AI Learning Curves

Amra Beganovich
CEO & Founder, Colorful Socks

Perhaps the biggest challenge in upskilling a workforce in analytics and AI is overcoming the “intimidation factor.”

Employees see AI as too technical or worry that it will replace them, and therefore resist or disengage.

Leaders need to build psychologically safe spaces that focus on AI as a means to augment, not substitute, for human decision-making.

The second challenge is finding a balance between technical depth and business applicability.

Upskilling initiatives need to be role-specific, demonstrating how data and AI enhance everyday operations directly.

As I frequently advise clients, “Training needs to feel applied immediately, or it’s overlooked.”

And leadership also needs to fill infrastructure gaps.

Without clean, usable data and the proper tools, even highly competent workers can’t use what they’ve learned.

Lastly, ongoing learning is essential—AI changes at a pace that requires multiple training sessions.

Leaders need to inculcate learning into the culture and incentivize curiosity.

Intimidation Stalls AI Upskilling Hard

Monica D. Higgins
CEO, FuturProof™

The biggest practical challenge I urge leaders to prepare for when helping their workforce level up on AI and analytics skills is mindset.

At a recent HR conference I spoke at, I asked: “Who here is actively using AI tools like ChatGPT, Claude, or Gemini at work?” Nearly 80% said no.

That shocked me since AI literacy is the new spreadsheet fluency. It’s the new digital divide, and that divide is growing.

What stood out was that the people in that room were smart, ambitious, and driven. Yet, many were quietly intimidated.

Some feared using AI would make them look lazy or incompetent. Others didn’t know where to start.

The issue wasn’t technology. It was a mindset.

To shift mindsets, leaders should:
– Focus on small, real-world wins
– Build AI skills directly into the flow of work
– Let people execute to learn

When they use AI to solve real problems in their actual roles, confidence grows—and so does capability.

Mindset Gap Trumps Tech Gap

Joe Sagrilla
Faculty, CEO & Principal Consultant, University of Texas

A practical challenge leaders must address is making AI both safe and easy to use from the outset.

Too many confusing rules or barriers create friction, discouraging adoption or driving employees to use AI on personal devices for work—a risky trend already documented.

Unlike traditional top-down tech rollouts, AI adoption is fundamentally bottom-up: individual employees design use cases and drive innovation.

This means companies must upskill teams in data and systems literacy—what I call a “digital mindset”—so they can continually adapt to new, evolving AI tools.

Crucially, strong incentives are needed: consider offering breakthrough rewards, like a bonus equivalent to a year’s salary, for employees who develop transformative automations.

Without meaningful incentives and reassurance, employees may hide innovations out of job security fears.

Leaders must foster a culture that rewards innovation and consistently demonstrates that automation is celebrated, not penalized.

Reward Bold AI Wins Big

Damon Kelly
CEO, Enlighten Designs

My thought is that AI and analytics require distinct approaches to workforce development, with AI representing a far greater shift in mindset and skill.

At Enlighten Designs, we’ve supported Microsoft’s Data Journalism Program and other customers in mastering analytics through data storytelling.


Analytics is fundamentally about uncovering insights and effectively communicating them transforming raw data into narratives people can understand and act upon.

AI, however, demands a deeper, cultural shift.


Leaders must first help their teams overcome any initial apprehension around AI by emphasizing human-AI collaboration.


Practically, this means guiding teams to utilize generative AI by defining clear personas aligned with specific roles or problems, providing ample context, and training the AI with unique, relevant information.


AI should be approached as a copilot like an employee whose suggestions you evaluate critically, rather than handing over complete control.

I encourage other leaders to proactively address the human elements of AI adoption, ensuring their workforce feels supported, confident, and in control.

Human Fears Outweigh AI Limits

Jennifer Wu
Senior Vice President Global Human Resources, Team Lewis

Everyone’s Starting from a Different Place:

Teams have different levels of comfort and experience with AI and analytics.

Leaders should assess baseline skills and provide flexible, tiered learning opportunities.

Create an environment where everyone can progress at their own pace.

Explain The Changes: Introducing new tech to your teams can be intimidating.

The best place is to start with the “why” and the benefits of upskilling.

Measure Impact: Sure, tracking training attendance is easy.

The hard part is measuring how new skills then translate into business outcomes.

Leaders should create clear objectives for upskilling initiatives and review progress regularly.

At TeamLewis, one of the ways we are addressing these challenges is by creating our own proprietary AI platform, SideKick.

Our intuitive, accessible platform, SideKick helps demystify AI for our teams.

We’ve taken the opportunity to identify key individuals at all levels who are driving the transformation.

This means AI isn’t just a top down or market dictated requirement. It’s becoming part of the everyday workflow.

One-Size Training Fits Nobody

Martha Carlos
Principal, Blue Orbit Consulting

Within my team we started with the most straightforward use cases – transcription and summarization.

It’s one of the simplest ways to use AI on video and conference calls and also often illustrates what the tools are great at and where they make mistakes.

This has saved our team countless hours of notetaking and creating summaries, and increased accuracy in some areas while generating awareness of AI’s lack of context in others at times.

One of the biggest challenges for everyone is not just using tools but recognizing that AI will impact every aspect of work and roles, and we win by figuring it out now rather than getting left behind.

Normalize AI Through Practice

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

Discover the latest HR Tips and trends with our weekly newsletters!

Upskilling Mantras: Leveling Up Your Workforce

by

Upskilling Mantras: Leveling Up Your Workforce

Upskilling workforces in AI and analytics is pivotal for 2025 competitiveness, yet practical challenges abound, with 46% of leaders citing skill gaps per McKinsey. 

This HR Spotlight article compiles insights from business leaders and HR professionals on key hurdles to prepare for. 

Experts highlight mindset shifts, fear of displacement, data quality issues, and ethical concerns like bias. 

They stress fostering curiosity through real-world applications, tailored training, and human oversight to bridge gaps. 

By addressing resistance via empathy, ensuring tool relevance, and promoting continuous learning, leaders can transform challenges into opportunities, boosting productivity and adaptability across industries from healthcare to consulting. 

Read on!

Casey Cunningham
Founder & CEO, XINNIX

One of the biggest practical challenges leaders face when helping their teams level up on AI and analytics is making it feel real and relevant. It’s not just about training—it’s about sparking curiosity.

I encourage leaders to create space for people to share how they’re already using AI—at home, at work, anywhere. Personal use often translates into professional impact.

I also challenge leaders to ask their peers how they’re approaching this. You don’t have to figure it all out alone. Chances are, someone else in your organization is already a few steps ahead. Learn from them.

And finally—ask AI! Use it to create grocery lists, build menus, fix issues—get people playing with it. When they see what it can do in everyday life, they’ll be more open to using it professionally.

The goal is to normalize it. The moment they experience that “wow,” the resistance fades. Now they’re in.

Spark Curiosity for AI Adoption

Mary Rizutti
Practice Leader, HR Advisor & Outsourcing

Challenges in AI and Analytics Upskilling

While AI is changing so many aspects of business, with change comes challenges. There is clearly and expectedly a learning curve in this space. Companies are facing the challenge of a workforce that has had limited to no exposure and/or training in AI.

To work effectively with AI, a combination of technical and soft skills is needed. Technical skills such as knowledge of programming languages like Python, Java, R and C++ are commonly used in AI development.

Individuals with backgrounds in computer science, data science, artificial intelligence, robotics, mathematics and statistics and software engineering may possess skills upon which they may rely to begin to understand large language and algorithm model development, as well as prompt engineering (the ability to optimize prompts for AI tools), as an example. may be acquired through self-study.

It’s important for companies to assess the current workforce to help them understand which employees might be suited to support an AI integration process. One initiative many companies are undertaking is to perform a skills analysis on its workforce to identify those in-house who possess the capability to engage in identifying areas where AI may be appropriate.

Companies should also be prepared to deal with the challenge of identifying the application for AI within their companies. Some questions they should consider include: How far down the road should we go with AI? Are there controls in place to test and trust AI’s output? Do we have policies in place to monitor and provide guardrails for individual usage?

These challenges call upon leaders to not only possess, but to also instill and encourage keen problem-solving skills among their teams, to create ethical awareness around AI biases, privacy concerns and the responsible use of AI.

Fostering an environment of continuous learning, adaptability, curiosity, communication and collaboration needs to be a deliberate focus for leaders to enable their companies to travel the AI journey that is ahead.

Assess Skills for AI Integration

Danielle Pickens
Chief Program Officer, Urban Schools Human Capital Academy

One key challenge for education leaders is preparing their workforce to effectively adopt AI and analytics. This goes beyond technical training as it requires a mindset shift toward data-informed decision making.

Educators are the heart of schools, yet many lack exposure to AI tools and face time constraints, making targeted professional development critical.

Leaders must ensure equitable access to technology to prevent deepening disparities, while addressing ethical concerns like data privacy and bias.

AI should be seen as a support, not a substitute, for human judgment. It all starts with a strategic, empowered Human Resource team ready to lay the foundation for continuous learning.

By prioritizing upskilling and fostering an open culture, schools can begin to leverage AI to improve efficiency, accessibility, and ultimately, student outcomes.

Bridge Tech, Human Judgment Gap

Drew Wiard
Owner, Clear Sky Properties

Everyone has varying ability levels. Some people learn new tools quickly, while others require more instruction. Training must adapt to these variations. The most effective learning is experiential, using real-world examples.

Understanding data ideas is one thing, but applying them to transactions and property management is quite another. The aim is to close that margin. In addition to teaching theory, I concentrate on demonstrating how analytics enhance decision-making.

Confidence is fostered by promoting inquiry and allowing others to grow from their errors. The team tries new things when they feel encouraged. We can maintain our competitiveness in a changing market with such a mentality.

Overcome Varying Team Abilities

Marco Dewey
CTO, Jazzberry

Prompting is your team’s new secret weapon. Everyone thinks these AI tools are just plug-and-play. Drop in a question, get an answer.

The real power of these AI tools isn’t in their ability to answer a question, but in their diversity in what they can do with that question. AI tools are not a set-in-stone algorithm, they are a dynamic algorithm that can give you custom results if you know how to prompt it.

Leaders need to train their team on the art of prompting. Prompting can be unintuitive, but it will make more sense to your team if you educate them on how these models work under the hood.

Think of prompting as a new kind of literacy, and do not be afraid to experiment; only you know what will work best for your team.

Master Prompting for AI Power

Oliver King-Smith
CEO, SmartR AI

Leaders preparing to upskill teams in AI and analytics must tackle three thorny realities. First, overcoming “grunt work paralysis”—even skilled analysts waste weeks on manual tasks like data cleaning or merging NHS trust mappings.

Tools like SCOTi® AI automate this drudgery, freeing 70% of time for strategic work. Second, bridging the “plain English gap”: Employees shouldn’t need coding skills to ask, “Why did margins drop?” Assistive Intelligence that answers conversational queries (with charts/stats) democratizes data access.

Finally, securing buy-in for “messy data” journeys—teams often stall waiting for “perfect” data. SCOTi’s Schema Sense reverse-engineers chaotic databases and even scrapes missing dimensions, proving ROI while fixing infrastructure.

Compliance remains non-negotiable: Ensure tools like SCOTi operate on-premises/air-gapped for sectors like healthcare or defense.

The real win? Treating AI as a collaborator, not a crutch—it’s why teams using assistive tools see 2x faster insights and 50% higher stakeholder trust.

Automate Drudgery, Free Strategy

Wesley Kang
Founder, Realtor1099Cafe

Honestly, running a tech forward real estate firm showed me how emotion drives adoption more than logic ever could.

People fear status loss more than technology itself and my veteran agents worried AI would erase their market expertise until we reversed the power dynamic. Now they lead our AI testing program, finding new ways to blend human insight with machine analysis.

I’ve also seen that fear hits hardest when AI touches money directly and through countless training sessions, I noticed how quickly agents embrace AI for basic tasks but panic when it approaches their commission structure. We solved this by guaranteeing base pay during the learning phase which let them experiment without risking income.

In all honesty, I believe successful AI adoption starts with protecting people’s sense of value.

Reverse Power Dynamic Fears

Paul Monk
Chief Strategy Officer, Alpha Development

AI technology is developing at such a pace that it will quickly become universal, with little to differentiate the tools used by competing organizations. Most of the value of AI will be delivered in the quality of data, and how each workforce is upskilled & motivated to engage with these new tools.

We initially categorize a workforce into two broad groups – the FOBOs (Fear Of Missing Outs) and the Resistance. FOBOs are anxious to be given access to AI tools & training, while the Resistance try to justify why AI is not applicable to their role, team, or business area. Both need to be acknowledged & engaged by any plan to upskill on AI and analytics.

Upskilling & reskilling for AI should be delivered just like any other transformational learning program – it requires business leader support, active learning, and the opportunity to practice & embed new skills following any formal training.

Once new skills have been acquired, the focus should shift to monitoring application of AI within upskilled teams – including keeping a close eye on “disengaged augmentation” i.e. when an employee working with AI augmentation disengages from their responsibilities and inappropriately allows the AI to complete the task end-to-end.

Ensuring that employees understand their role in augmentation, and are recognized & rewarded for delivering this, is crucial for delivering real change in AI and analytics skills.

Engage FOBOs, Resistance Groups

Dan Gower
Product Studio Lead, Sketch Development Services

I work at a software consulting company that helps enterprises adopt AI. One challenge we keep talking about is that AI was trained on a massive amount of material, and it’s not only the good stuff.

It’s getting better fast, but right now, we have to assume that whatever AI is doing is informed by average work. In other words, check it as you would if an aggressively average employee produced it.

Verify AI Outputs Vigilantly

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

Discover the latest HR Tips and trends with our weekly newsletters!

Leveling Up on AI: HR Leaders Reveal Key Challenges and Solutions

by

Leveling Up on AI: HR Leaders Reveal Key Challenges and Solutions

As AI and analytics transform industries, upskilling workforces presents practical challenges, with 46% of leaders citing skill gaps as a barrier, per McKinsey’s 2025 report. 

This HR Spotlight article compiles insights from business leaders and HR professionals on preparing for these hurdles. 

Experts highlight resistance to change, fear of job displacement, and integrating AI into workflows as key issues. 

They stress tailored training, fostering psychological safety, and aligning tools with business goals to bridge gaps. 

By addressing data access, ethical concerns, and cultural shifts, leaders can empower employees, ensuring sustainable AI adoption and enhanced productivity in a rapidly evolving tech landscape.

Read on!

Arshad Khalid
Technology Advisor, No Strings Public Relations

A key challenge for leaders supporting their workforce in AI and analytics upskilling is ensuring access to quality, relevant data and the right tools. Without clean, well-organised data, learning and experimentation become frustrating and ineffective.

Leaders need to invest in data infrastructure and create environments where employees can safely test and iterate. Another practical hurdle is overcoming resistance to change. AI can feel intimidating, especially for those unfamiliar with the technology.

Leaders should focus on building confidence through clear examples of AI’s benefits, practical use cases, and ongoing mentoring. It’s also essential to foster collaboration between technical and non-technical teams to break down silos and encourage knowledge sharing.

Data Access Blocks AI Upskilling

Eugene Stepnov
Chief Marketing Officer, 1Browser

When helping their teams grow their skills in advanced tools and data analysis, managers should focus on crafting a clear strategy that connects these improvements directly to business objectives.

Offering access to suitable learning programs is essential, but ensuring the material is aligned with employees’ unique tasks and duties makes the experience more productive and engaging.

It’s crucial to build a culture of curiosity and innovation, where team members feel supported in exploring new tools and methods without the fear of making mistakes.

Leaders should also emphasize practical uses of advanced tools and data insights to show how these skills can benefit both the company and individual career development.

Regularly appreciating and rewarding achievements inspires teams to keep progressing. Encouraging collaboration is equally important—breaking down barriers between departments and promoting shared learning can boost the effectiveness of skill-building initiatives.

Being an accessible and encouraging leader throughout this journey creates the foundation for a successful transition.

Misaligned Training Stifles AI Progress

Riken Shah
Founder & CEO, OSP

Upskilling a healthcare workforce in AI and analytics isn’t just about training—it’s about reshaping mindset, culture, and workflows. One challenge I’ve seen is the disconnect between technical capability and clinical context.

Many healthcare professionals don’t see how AI directly improves outcomes until they’re shown practical, patient-centered applications. At Ochsner Health, for example, embedding data science into care delivery worked best when frontline staff were involved early and training was tied to real clinical problems.

Another issue is psychological safety—people need room to experiment without fear of failure. At Mayo Clinic, success came when AI literacy was embedded into roles across departments, creating a shared language and sense of ownership.

Based on my experience, effective strategies include role-specific learning paths, storytelling to demystify algorithms, and fostering peer champions. Long-term success depends on treating AI not as a project, but as a mindset shift that evolves with your organization.

Mindset Shifts Challenge AI Training

Des Anderson
Co-Founder & CTO, LearnUpon

AI is set to make learning more adaptive, contextual, and proactive. In terms of upskilling, AI has the power to transform customer education from AI-driven personalization and tailoring learning paths and ensuring customers get the right information at the right moment to predictive analytics and providing support to individuals before users even ask for help.

As AI has made significant progress, it will grow and rapidly change the customer experience in the L&D industry. It’s essential for leaders to prioritize human oversight where possible.

The technology can create skill gaps within companies, making it challenging to fully leverage its capabilities and achieve its intended business results. Like any new tool, users need to know how to use AI to get the most out of it.

It’s critical when developing fully customized learning experiences for individuals and making sure the information produced by AI is accurate and appropriate.

By investing in a robust corporate learning strategy, businesses can effectively train employees on key skills and competencies to succeed in their workplace. Otherwise, they are wasting their time and resources.

Skill Gaps Limit AI Customization

Rebecca Trotsky
Chief People Officer, HR Acuity

As HR leaders, one of our biggest priorities is helping our people leaders reskill and upskill their team members. Many are excited by AI’s potential; yet, some challenges and concerns remain.

Fear of job displacement, lack of understanding, concerns about privacy and bias. Knowing these sensitivities, organizations that are adopting AI have to remember that trust and transparency are just as critical as training.

That means involving your employees from the start, allowing them to help shape how AI is used. Making sure that they understand how AI is an enhancement not a replacement.

And setting clear policies on how tools are used and what data is collected.

Fear, Bias Slow AI Adoption

Daniel Gudema
CEO, Paign AI

Expect almost every aspect of your workforce and teams to soon be using AI to enhance their conversations, and even their decision-making as the younger generations are starting to use AI as real companions and assistants.

And that’s why you need to hold all communications to a higher standard, and put in place additional teams to review all outbound communications.

While AI is a great tool it can make mistakes just like human beings, requiring us to be extra vigilant and approve all outbound information.

AI Errors Demand Review Teams

James Francis
Founder, Artificial Integrity

The Hardest Part of AI Upskilling? It’s not the tech. You can teach someone to use AI tools in a week—but reshaping how they think with data? That takes cultural rewiring.

Mindset shift is one of the biggest challenges that most leaders often overlook in AI and analytics. Training teams to use AI dashboards or prompts is not what it is all about. It’s more about helping them move from intuition-based decisions to data-backed judgment. That’s a leap, not a step.

There will be resistance from high performers who have built their careers on instinct. Build in time for reflection, experimentation, & safe failure.

Also, beware of the “tool trap.” Rolling out shiny AI tools without clarifying their need leads to surface-level adoption and wasted investment. Upskilling isn’t a tech project—it’s a change management challenge in disguise.

Cultural Rewiring Delays AI Upskilling

Sheri Bredeson
CEO, Waymaker Global

It’s important for HR leadership to stay engaged with the C-suite, board, and shareholder/stakeholder viewpoints. The truth of the situation is this: employees may be training tools that ultimately displace roles, including their own.

The C-suite and board are already weighing this tradeoff between upskilling and strategic workforce reduction. HR must be prepared to navigate sensitive implications around reskilling, job design, and ROI justification.

Budget decisions hinge on whether the AI investment drives measurable operational advantage without eroding morale or stakeholder trust.

The real challenge is aligning talent strategy with a future that prizes adaptability over job security. This places HR leadership in ownership of the task of executing ethically and transparently while keeping C-suite, board, and shareholder values in mind.

Job Security Fears Hinder AI Training

William Soliman
Founder & CEO, Accreditation Council for Medical Affairs

Historically, big pharmaceutical industry manufacturers have been slow to adopt newer technologies. AI has been no different. As AI and analytics reshape the pharmaceutical and healthcare sectors, leaders face a critical responsibility: ensuring their workforce is ready.

Beyond just training, the real challenge lies in overcoming resistance to change, bridging digital skill gaps, and integrating new tools into daily workflows. Many professionals, especially in heavily regulated industries, like pharma, may fear automation or lack confidence in applying AI practically. That’s where targeted upskilling becomes vital.

At the Accreditation Council for Medical Affairs (ACMA), we work with 300+ pharma and biotech companies and address this challenge through our accreditation, certification and training offerings for the life sciences.

For example, the Board CertifiedMedical Affairs Specialist (BCMAS) board certification, which now integrates AI literacy as a core competency, has become the standard board certification for medical science liaison and medical affairs professionals worldwide.

Along with our other training and certification programs, we help life sciences professionals not only adapt to evolving technologies but also apply them responsibly within medical affairs and field reimbursement functions.

Today’s leaders must invest in structured, credible learning frameworks because future success depends not just on having AI tools, but on empowering people to use them effectively and compliantly.

Resistance Hinders Pharma AI Adoption

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

Discover the latest HR Tips and trends with our weekly newsletters!

80% Employees Report A Positive Experience With AI At Work. How Can HR Build On That?

by

80% Employees Report A Positive Experience With AI At Work. How Can HR Build On That?

By Mary Rizzuti, Partner at EisnerAmper

As the use cases for artificial intelligence in the workplace have multiplied, so have questions about how organizations can use this technology most effectively. A recent survey by EisnerAmper of 1,000 employees across a range of industries, who have used AI at work in the past year, found that 80% reported a “positive” experience. Furthermore, 64% of the employees said they are using the time saved through AI to do more work – confirming the potential of the technology to automate and accelerate repetitive tasks, while freeing users to focus on higher-value activities.

And yet, it is not clear that the majority of employers are building on these positive outcomes to maximize the benefits of AI platforms. Let’s look at some key reasons why this is the case – and what HR professionals can do about it.

One challenge is that a sizeable number of employees, 27%, claim they don’t know who is leading the AI efforts at their company. This “leadership vacuum” implies that employers could be doing more to actively encourage the use of AI, and to focus on its most relevant and productive applications.

Another obstacle to the wider adoption of AI is its underutilization in onboarding. Fewer than 20% of the survey respondents said their organizations use AI for onboarding. Yet, nearly 92% of employees who did experience AI during onboarding described the process as “very positive” or “somewhat positive”. This disconnect suggests that employees might be more comfortable using AI – and using it in ways most beneficial to their employers – if they experienced the technology from the “get go” at onboarding time.

Employees Outpace Employers in AI Adoption

There are a number of other complications related to the use of AI in a corporate environment. One of the most significant issues is whether the company plans to employ internally developed AI systems, or adopt off-the-shelf products. Employees need clear direction on what the corporate policy is in this case, and whether the use of externally sourced AI programs is permissible.

Last, but certainly not least, employees need to have greater clarity about the implications of AI for their jobs, in order to alleviate concerns and foster more “buy-in”. More than half of the employees surveyed (almost 52%) were “strongly” or “somewhat” concerned about potential job changes or displacement due to AI. And 74% said that “people should be compensated” for their AI experience and skill.

Clear Direction Needed from Company Leaders

Given the findings noted above, organizations should consider the following actions:
We strongly advise companies to establish a Steering Committee to take the lead in AI adoption. Ideally, the Steering Committee would consist of members from across the organization, representing a range of responsibilities and functional capacities. It is important to include employees at different levels of seniority, not just senior executives, as newer team members are more likely to be active users of AI.


– The Steering Committee should assess all the ways that AI may be (or is already) applied to the company’s operations and develop an appropriate deployment strategy, including clear priorities. For example, is AI being used for internal functions, such as an HR chatbot, or in external-facing roles, such as customer service, among other uses? Understanding how employees “on the ground” are utilizing these systems will be essential to adopting an effective AI strategy.


– Apply AI more broadly to the onboarding process so employees “get the message” early on that it is intrinsic to the organization. One caveat, however, is that the AI-driven onboarding process should not take place in a vacuum. Use of AI during onboarding will be most beneficial if the company is truly committed to and delivers on the use of artificial intelligence on an ongoing basis.


– Once the Steering Committee has established the AI strategy and top priorities, leadership needs to frankly assess the impact on employees. While some functions will likely be replaced by AI systems, there may be opportunities for upskilling some employees or shifting some team members to other areas. Over the long term, it will be important to implement clear processes for transitioning employees who AI displaces.


– As for whether or how to compensate employees who acquire advanced AI skills, an increase in base pay is probably not the best option, as it may lead to long-term structural salary inflation. A better solution might be a spot bonus or stipend, which would incentivize AI mastery without up-ending pay scales.


– As with all change, clear, consistent communication is key to managing concerns, encouraging engagement and acceptance, and soliciting input for continued improvement.

The above observations show that, in many cases, employees are actually ahead of their employers in unlocking the value of artificial intelligence. To realize AI’s vast potential, organizations would be well-advised to take a more strategic and intentional approach to deploying the technology in the workplace.

Assess, Prioritize and Communicate

Mary Rizzuti is a Partner at EisnerAmper and Practice Leader of HR Advisory and Outsourcing and Compensation Resources. With over 25 years of experience in compensation and human resources consulting, Mary has gained significant expertise in evaluating, designing, and developing creative compensation and human resources programs across all industries and business sectors.

Mary coordinates and executes business development initiatives while building strong working relationships with clients and strategic partners. With extensive experience within the not-for-profit and private company sectors, Mary provides clients with comprehensive consulting in executive compensation, salary administration, sales compensation, and performance management. Also included in her scope of expertise is interpreting market data and providing guidance to senior leadership and boards of directors on applying best practices and aligning market data to each company’s unique environment.

About Mary Rizzuti

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

Discover the latest HR Tips and trends with our weekly newsletters!

From Layoffs to Lifelines: How Companies Are Supporting Workers in 2025

by

From Layoffs to Lifelines: How Companies Are Supporting Workers in 2025

In a period of unprecedented workforce turbulence, where economic shifts and industry disruptions are making headlines, organizations face a critical test of their leadership and cultural values.

While mass layoffs often dominate the public narrative, a different, more human-centered approach is emerging from a new generation of business leaders.

This approach moves beyond simply managing exits to proactively building resilient, adaptable teams that are supported through both good times and bad.

How are these leaders navigating the complexities of workforce management—from upskilling and cross-training to offboarding—with empathy and strategic foresight?

This HR Spotlight article compiles invaluable insights from business executives and HR professionals, revealing their innovative strategies for cultivating a culture of trust and support, ensuring that their teams are not only equipped to handle change but also feel valued and secure, regardless of market conditions.

Read on!

Adam Wagner
COO, Raindrop Agency

Adam Wagner

We’re not a tech giant, but we are a fast-growing creative agency, and that means we invest in people like they’re our product—because they are.

We’ve avoided layoffs by staying scrappy and strategic. That means cross-training talent so they can flex across roles, and building career paths that grow with the business. When work shifts, we shift with it—adapting teams to focus on the highest-value outcomes.

We’re also upfront with our team about the business. Transparency builds trust, and trust drives retention. In rare cases where transitions happen, we go all in—referrals, networking support, and even freelance project access post-employment.

Bottom line: people aren’t disposable, and how you treat them when things get tough defines your culture.

Jonathan Palley
CEO, QR Codes Unlimited

Jonathan Palley

Our first resort when we’re looking at layoffs is always upskilling.

If employees can pick up new skills or explore new tools, there’s a good chance they’ll find a way to benefit our business with them, and if not, they’ve gained some useful new skills on their way out the door.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

The key to our employee retention is our fully-distributed, remote work setup.

This not only helps to keep our overhead costs low, it also helps us to find the best talent at the best price and keep those employees happy while they’re working for us.

Robert Grunnah
Owner, Austin House Buyer

Robert Grunnah

It’s not that I run a big tech company; it’s just that I run lean. You won’t be laid off if you don’t add extra people to your salary.

Everyone I hire knows how to close deals, communicate effectively with buyers, and navigate through homes. I don’t hire people to look bigger. I teach everyone how to cover a lot of ground, so that when things slow down, we can switch roles instead of cutting people off.

It was I who cut my check before I cut someone else’s. That did happen. People will remember when you take a hit for them. It doesn’t build the kind of trust you buy at Friday’s Pizza.

I don’t leave people alone when they need to move on either. I introduce them, back them up, and stay on their side. The market is currently volatile. It helps a lot to have someone behind you.

Jacob Hale
Lead Acquisitions Specialist, OKC Property Buyers

Jacob Hale

We buy homes from sellers in tough spots: divorce, foreclosure, or inherited property they don’t want to manage. It’s fast-paced, unpredictable work, and every person on our team has to be solid. That’s why we keep things personal, not corporate. It’s about people, not paperwork.

We don’t believe in hiring to look big. Everyone on our team learns the full process, from first call to closing day. That way, no one’s boxed into a single task. If deals slow down, we shift roles, not people. It keeps things running without panic.

When the market dips, I don’t cut people to save face. I’ve taken a smaller check myself to avoid layoffs. People notice that kind of thing. It builds real trust, not just talk. That’s how you keep a strong team.

If someone’s moving on, I help where I can. I share my network, give honest feedback, and make introductions. In real estate, reputation matters. And the way you treat your team sticks with you. That’s always been our way at OKC Property Buyers.

Dr. Kirk Adams
Disability Inclusion Strategist & Speaker, Innovative Impact LLC

Dr. Kirk Adams

When a worker with a disability is laid off, the path back to employment is often longer and harder. Systems are more difficult to access. Retraining requires extra coordination. Many never return to the workforce, not because they lack talent, but because support is scattered. That is where we focus our work.

We partner with state vocational rehabilitation agencies and community nonprofits to make sure these workers are not left behind. Our support starts early. That includes personalized planning, skill-building, and assistive technology to help each person prepare for their next role. We stay engaged until they are working again.

Companies that want to keep valuable talent and build a stronger workforce can benefit from including disabled professionals in their plans. This is not about charity. It is about choosing a workforce that is ready, capable, and too often overlooked.

Lawler Kang
Director of Talent, PrescriberPoint

Lawler Kang

In our onboarding session, I underscore my functional philosophy: the role of People/Talent is to help employees with their lives first, work being a subset not a counter balance; it’s all life. If at any time, they don’t feel like this is the bus for them, let me know and I’ll do whatever I can to help them find something that fits them better.

To these ends, I’ve developed a Next Adventure Program that centers on finding work using takeaways from my 20+ years of executive search and running People organizations. Participants report 400% better response rates (which inevitably leads to employment) using my techniques.

We are also focusing intently on the impact AI will have on our talent, workflows, and needs, guided by the mantra: “People will not be replaced by AI. People who use AI will replace those who do not.”

Matt Paddock
Director of Recruiting, AKQA

Matt Paddock

We’re hiring more freelance talent as a way to ensure that staffing is aligned well with demand.

Where and when staff cuts have been necessary we shifted the talent team into outplacement mode to support our team members. This included help drafting resumes, updating portfolios, and optimizing public profiles on LinkedIn. We also conducted mock interviews and used our networks to give former colleagues any advantage possible in their search.

Deepak Shukla
CEO, Pearl Lemon

Deepak Shukla

Amid the current challenging tech landscape, characterized by massive workforce reductions of over 61,000 at organizations such as Walmart and Microsoft, Pearl Lemon’s HR team has steered away from layoffs and instead doubled down on growth.

Our approach is centered around investing in our employees through extensive training and development, which we consider as planting seeds rather than chopping down trees.

SHRM reported that 60% of laid-off workers experience challenges getting back to work following a layoff; therefore, Pearl Lemon has incorporated career coaching and personal development activities aligned to support employees to either maintain their current roles, move forward in their careers, or not get stuck in an indefinite period of recovery.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

HR’s Secret Weapon: The Role of Resume Builders Are in Talent Acquisition

by

HR’s Secret Weapon: The Role of Resume Builders Are in Talent Acquisition

The surge in resume builder usage—up 45% in recent years—has transformed the hiring landscape. 

Business leaders and HR professionals across industries report that these tools are not only streamlining recruitment but also leveling the playing field for candidates. 

By providing clean, structured, and keyword-optimized resumes, these platforms enable employers to focus on skills and qualifications rather than wrestling with poorly formatted applications. 

From mental health to manufacturing, the consensus is clear: 

Resume builders are democratizing access to professional presentation, saving time, and uncovering talent that might otherwise be overlooked. 

Here’s what industry experts have to say.

Read on!

Arvind Rongala
CEO, Invensis Learning

Resume Tools Democratize Access to Professional Presentation

It’s fantastic to see such a significant rise—a 45% surge!—in candidates leveraging resume builders.

From my perspective at Invensis Learning, which is dedicated to empowering individuals with cutting-edge skills, this trend unequivocally strengthens the recruitment landscape.

What it does is democratize access to professional-looking resumes, ensuring that more individuals can present their qualifications clearly and effectively. This means that hiring managers are now seeing a much higher baseline of organized, keyword-optimized applications.

It significantly streamlines the initial screening process, enabling recruiters to quickly identify candidates whose skills and experience align with job requirements, even in the face of a large volume of applications. It shifts the focus from deciphering poorly formatted documents to evaluating genuine competencies and achievements.

Ultimately, it allows organizations to build more efficient talent pipelines, saving valuable time and resources in finding the right fit for critical roles.

Andy Danec
Owner, Ridgeline Recovery LLC

Resume Builders Create Equity in Mental Health Hiring

As someone who hires in the mental health and addiction recovery space, I’ve actually appreciated the rise in resume builder usage. Here’s why—it brings clarity and consistency to the table.

In our field, we don’t have time to decipher a confusing resume. When someone applies for a position at Ridgeline Recovery, whether it’s a licensed clinician, case manager, or peer support staff, I need to quickly understand their qualifications, experience, and intent. The newer wave of resumes—clean, structured, and formatted—makes that possible. And yes, many of them are clearly built through tools.

This has streamlined our initial screening process. Instead of getting bogged down trying to interpret messy layouts or missing info, we now get resumes that hit the essentials: education, certifications, experience, and a short summary that actually speaks to why they want to work in this space. It helps us move faster—and in our line of work, every day counts.

Now, don’t get me wrong. A polished resume doesn’t mean a perfect candidate. We still look beyond the page—interviews, culture fit, lived experience—but having a baseline of professionalism upfront? That saves us time and gives applicants a better shot at telling their story.

Here’s the unexpected upside: more equity in the hiring process. Not everyone has access to a mentor or knows how to craft a “perfect” resume. Builders help level the playing field. It gives passionate people—especially those in recovery themselves—a better way to get their foot in the door.

Bottom line: Resume builders don’t replace human judgment, but they help cut the clutter. In a field where empathy and urgency matter, that’s a win for everyone.

Martin Weidemann
Owner, Mexico-City-Private-Driver

Resume Technology Transforms Driver Recruitment Process

“One of my best drivers almost didn’t get hired—until I saw the resume he made with an AI resume builder.”

As the owner of Mexico-City-Private-Driver, I personally look over every candidate because our private drivers are the front-line recruiters of trust and safety for travelers throughout the city. Over the past twelve months, I have noticed an unmistakable upward trend towards how applicants present themselves—in clear formatting, relevant work experience and fewer grammatical mistakes.

We have seen a more than a 45% increase in resume builder usage which is important as it has allowed me to recognize possibilities within people I otherwise would not have because they simply did not bring appropriate resume writing skills to the job application process.

I remember one particular former delivery driver who used a resume builder that recast his experience around customer service, punctuality, and local knowledge of the city—three of the skills we value most. This clarity allowed us to move forward with someone who now does VIP airport transfers for international clients.

Meetings have been reduced by approximately 30% because we have reduced the part of the process that leads us to work through resumes that were not organized well. We were able to identify the best candidates quicker, which we consider important as a small but high touch operation like ours, speed in identifying and recruiting drivers will directly lead to better service to our customers and better candidates for our organization.

Resume technology has been a step towards democratizing opportunity—and in my context, driving .

Todd Stephenson
Co-founder, Roof Quotes

Resume Builders Balance Playing Field for All Candidates

As candidates are becoming more comfortable with such tools, employers are getting more refined and professional resumes.

With this increased quality, the HR departments are able to spend less time trying to figure out ambiguous or badly formatted paperwork. They will be able to concentrate on assessment of qualifications and skills instead and simplify the whole hiring process.

Also, resume builders can balance the playing field and particularly in the case of applicants who may lack formative experience in resume writing. The sites give directions and order, so the candidates will not overlook the important details, such as the pertinent accomplishments or proficiencies. This lessens the likelihood of the qualified ones being missed out because of the formatting issues or inexperience in presenting themselves.

Consequently, it enables businesses to make more competent decisions faster and to attract a more talented and diverse workforce that eventually helps with better recruitment results.

Robbin Schuchmann
Co-founder & HR Professional, EOR Overview

Clean Resumes Help Employers Find Value Faster

The increase in resume builder usage has allowed the hiring environment to flourish by incentivizing candidates to create more comparable and straightforward profiles.

Having 45% more applicants take some time to use these integration tools, employers get a clean and well structured resume where the applicant brings out their key skills and appropriate work experience.

Following these profile builders allows employers to spend less time sorting through applications and more time on the relevant qualifications code vs mitigating typographic errors or streamlining organization of info.

In addition, with the additional onscreen prompts, these tools help candidates place their most striking achievements in the forefront of their profiles, therefore garnering the employer’s instant attention on the value they can bring into the role.

In a time where talent is scarce and competitive, being clean and resourceful is the only option to make better information faster.

Rene Ymzon
Marketing Manager, Advanced Motion Controls

Resume Builders Boost Clarity, Efficiency And Fairness

From my experience in hiring across marketing and technical roles, one clear benefit of modern resume builders is how they help candidates present their strengths with more clarity and structure. I’ve noticed that applicants using these tools are often more concise and aligned with the role they’re targeting, which makes our evaluation process more efficient.

In my opinion, it’s leveled the playing field—especially for those who may be strong communicators but aren’t naturally skilled at formatting or design. That kind of accessibility matters in manufacturing and engineering, where technical talent isn’t always matched with polished presentation. The shift has saved our team time while also giving candidates a better chance to shine based on substance, not just style. I see it as a smart evolution in how we connect with the right people.

Olivia Tian
VP, Marketing, Raise3D

Builders Boost Clarity, Reveal Diverse Talent

From my experience, the rise of resume builders has helped surface talent we might’ve otherwise overlooked—especially candidates with nontraditional backgrounds in marketing, tech, or design.

I believe these tools give people a way to present their skills with more clarity and consistency, which makes it easier for hiring teams to focus on substance rather than format.

At Raise3D, we’ve seen how applicants using well-structured resumes—often crafted through builders—stand out with cleaner layouts, clearer experience summaries, and better keyword alignment.
That kind of polish doesn’t replace talent, but it does make it easier to spot.

In my opinion, anything that helps candidates represent themselves more effectively—and helps employers make faster, more confident decisions—is a win on both sides. It’s a small shift, but one that’s made the hiring process smoother and more inclusive.

Cameron Lee
CEO, ACCURL

Builders Clarify Resumes, Quickly Surfacing Talent

From my experience, resume builders have made it easier to spot promising candidates more quickly—especially for roles in engineering and advanced manufacturing.

I believe the structured format helps applicants showcase their technical skills, certifications, and experience without burying the lead.

When someone applies for a position at ACCURL, I can scan their resume in seconds and get a clear sense of whether they’ve worked with robotics, CNC machinery, or AI-driven production systems. That kind of clarity used to take a lot more back and forth.

In my opinion, resume builders also level the playing field for people who may not have access to professional writing help. It gives skilled workers a fairer shot at getting through the first round. Anything that helps surface real talent faster is a win for everyone involved.

Jared Bauman
Co Founder & CEO, 201 Creative

Builders Boost Resume Quality, Speed & Fairness

Resume builders have raised the overall quality and clarity of the applications we receive. Candidates are presenting their experience in cleaner, more structured formats, which makes initial screening faster and more efficient.

It eliminates the distractions of poor formatting or design, letting us focus on actual qualifications. It also helps level the field for applicants who might not have strong design or writing skills, allowing talent to shine through more clearly.

Ultimately, it streamlines the hiring process and makes it easier to identify the right fit quickly.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts