A prevalent issue with implementing artificial intelligence at work is the insufficiency of employee training for effective AI utilization.

Microsoft’s and LinkedIn’s 2024 Work Trend Index on the State of AI at Work, issued in May, states that only 39% of AI users have received training at their workplace. The study outlines four types of workers: skeptics, reluctant users, poorly or untrained users, and power users.

Power users represent 78% of the latter category, and they might present the biggest hurdle for IT departments since many of them employ their personal AI tools at work to enhance their job performance. In smaller firms, 80% of these power users apply AI tools secretly, unbeknownst to IT personnel.

As AI transforms workspaces, its ultimate promise rests in boosting the human capabilities that are crucial to employee performance—such as creativity, collaboration, and problem-solving. Juan Betancourt, CEO at Humantelligence, emphasized that his company focuses on crafting customized training programs that enable leaders and their teams to incorporate AI securely and effectively.

He emphasizes the necessity for companies to enhance employee training on artificial intelligence as few are currently receiving adequate on-the-job training. Humantelligence software, seamlessly integrated into company workflows, pairs training with a plugin platform to foster an environment conducive to career advancement and business innovation.

Betancourt notes that while the training initiative garners positive responses from business leaders, its adoption has been gradually progressing. He finds Humantelligence’s method, leaning on AI, distinct from other available solutions.

“Shockingly, only about 20 percent of the companies we approach decide to purchase our product. However, those who do are extremely satisfied,” Betancourt commented during an interview with TechNewsWorld.

According to a study by Microsoft and LinkedIn, it’s common for employees to use AI tools without formal approval or clear guidelines from their superiors.

The study, which includes a survey from 31,000 individuals across 31 nations, employment and recruitment tendencies from LinkedIn, countless insights from Microsoft 365 productivity signals, and analyses with Fortune 500 clients, exposes significant impacts of AI on global work, leadership, and hiring practices over the span of one year.

For instance, 52% of workers utilizing AI in their jobs hesitate to acknowledge their dependence on it for essential operations. Moreover, 53% fear that employing AI for significant duties may portray them as expendable.

The findings indicate that companies are not realizing AI’s utmost advantages due to their failure to integrate it wisely. This oversight not only forfeits potential benefits but also heightens the risks of sensitive corporate data breaches, amidst leaders’ concentration on cybersecurity and privacy issues.

“AI is transforming the nature of work, signaling the necessity for new guidelines,” commented LinkedIn CEO Ryan Roslansky while discussing the survey’s findings.

He emphasized that leaders who focus on agility rather than stability and who invest in developing internal skills can set their organizations apart, leading to teams that are more efficient, engaged, and fair.

Different individuals prefer different learning methods. Some might grasp concepts abstractly rather than through examples or data. Some learners prefer to explore solutions independently, while others flourish in group settings within classrooms where they can pose questions.

Given the variety of learning preferences, the tool by Humantelligence identifies the learning style of each individual. Their AI-based training platform and maintenance methods are distinctive in that they cater training to meet individual needs.

“We address this at a personal level,” he explained. “It extends beyond managing a chat box for incoming calls or working with live agents. It ensures greater compliance.”

Discussing varying methods for training diverse groups, it’s clear that the approach for training call center agents, characterized by specific psychometric profiles and motivators, vastly differs from the methodologies applied to departments such as accounting, finance, and sales, where the work styles and training content are tailored differently.

“Our tool is designed to support AI training universally across all sectors. It’s designed not specifically for each industry, but tailored to each individual. Despite being a corporate offering, our system enables comprehensive training for all employees,” he explained, emphasizing that the initial skill levels of employees are irrelevant.

The latest training innovation from Humantelligence focuses on empowering employees to adeptly utilize AI in their roles. This tool concentrates on enabling practical AI applications within job functions, diverging from other training goals. Moreover, this AI-powered system also adapts to accommodate assorted training agendas by recognizing individual learning patterns.

Rather than limiting training to intermittent workshops, this tech company has developed a sustainable tool that promotes ongoing skill enhancement. This strategy guarantees that 90% of the workforce engages in regular training on a daily or weekly basis, utilizing any chosen platform or method.

“We operationalize insights with AI. This is a significant distinction because AI enables training to occur exactly when it’s needed, tailored to the individual,” Betancourt explained.

Since Humantelligence was founded in 2016, its focus has shifted in response to the evolving needs of businesses. This evolution involved creating workplace solutions that have adapted from the pre-Covid era to the post-Covid landscape, culminating in the AI surge that began almost two years ago.

“The company has undergone four phases; we’ve pivoted three times from our initial concept. The incorporation of AI is just the latest adaptation of our activities,” shared Betancourt.

Originally, the start-up aimed to leverage psychometric insights to understand employee performance through psychological analysis. This psychometric approach offered insights into the behavior of high versus low performers, shedding light on various motivational factors influencing their work styles.

For the initial four years, the company’s product, which involved insight ranking, evolved into a tool for recruitment through algorithm-based matches. Initially employing a basic form of artificial intelligence, this tool enabled companies to efficiently identify the top five candidates from thousands of applicants for various roles.

When the pandemic struck, Humantelligence faced a complete loss of revenue as the recruitment software became redundant—no one was hiring. “Nobody was using software to hire. Nobody was hiring,” Betancourt expressed his concern.

The altered business landscape prompted a significant shift in focus—developing a new platform dedicated to culture management. This new platform leveraged psychometric analysis to evaluate current employees, providing leaders and colleagues with a collective view of their team’s culture and dynamics, along with advice on better management and collaboration techniques.

“After two years, we integrated, much like how Grammarly incorporates its features into its workflows. We incorporated this culture management and all associated email insights into platforms like Teams and Slack. This integration allowed users to access a profile while engaging on any communication or collaboration platform,” Betancourt explained about the evolution into their subsequent pivotal product.

The last significant shift was driven by the rapid advancements in AI over the past year and a half. AI has become a crucial tool in providing precise insights tailored for individuals in various settings. As a result, Humantelligence has developed an improved method for training corporate employees in utilizing AI effectively.

Betancourt mentions several barriers that prevent potential clients from progressing after initial positive feedback during software demonstrations.

“It’s expensive. It requires more budget. The return on investment is unclear,” he explains. “It’s challenging to quantify the return on investment when you consider factors like the speed and quality of learning.”

Interestingly, despite appreciating the training insights provided by AI, some companies prefer not to receive this information through AI systems. Instead, they request the same insights to be provided through manual processes, according to Betancourt.

“They want it to be more hand-fed,” he quipped.

Another challenge is the lack of leadership structure to handle AI. Financing the training often falls between the CIO and CTO, creating budgeting issues.

“We’re plugging into communication and collaboration platforms. That is all under the CTO, but training sits under HR. So, one of the problems is there is no head of AI training. There is no Chief AI Officer,” he noted.

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