IT leaders are facing an urgent need to adapt their talent strategies in response to the competitive landscape for AI skills. As organizations rapidly increase their AI initiatives, CIOs, like John Napoli of Guardian Life, find themselves scrambling to recruit talent amid a limited candidate pool. Companies across multiple sectors are vying for individuals skilled in AI, leading to a significant push towards building talent internally through training and upskilling.
According to a survey, 92% of employers are expected to implement AI solutions by 2028, with 93% planning to adopt generative AI in the next five years. However, 75% of these employers struggle to find the necessary skills. This trend highlights the increasing demand for AI talent, which is reflected in the 2024 State of the CIO survey that identifies AI as one of the hardest roles to fill.
CIOs are not only seeking talent who can develop AI capabilities but also those who understand how to leverage AI to benefit business objectives. There’s a critical need for staff who can manage the compliance and risk elements associated with AI technology.
In response to the pressing demand, Napoli has devised a comprehensive strategy to enhance Guardian Life’s AI capabilities. He has identified essential skills across the organization and aims to blend existing talents with new hires trained in both traditional data skills and advanced AI technologies. This includes professionals skilled in machine learning models and emerging AI tools. To ensure success, Napoli emphasizes the importance of workforce retention through competitive compensation and a thriving organizational culture.
Similarly, Orla Daly, CIO at Skillsoft, acknowledges the shift in job roles due to AI’s impact on all functions within a company. She stresses the urgency of integrating AI skills in every position and aims to cultivate talent through a mix of hiring and upskilling. Skillsoft is particularly focused on creating a culture that encourages experimentation with AI among employees, utilizing mentorship and collaborative initiatives to foster understanding and application of AI tools.
Despite these strategies, a broader talent shortage continues to hinder AI adoption. A report indicates that only 10% of technology leaders claim to have implemented AI at scale, with many citing skills shortages as a major obstacle. The most sought-after AI talent is often attracted to leading tech companies due to their clout and compensation packages, making it challenging for smaller firms to compete.
In response to these challenges, many CIOs are turning to internal talent pools, identifying high performers within their current teams who can be trained for emerging AI roles. This approach is becoming essential as organizations, like Genpact, restructure leadership to prioritize AI initiatives and bolster their internal capabilities through training and knowledge sharing.
Overall, the AI skills shortage is prompting IT leaders to rethink their staffing strategies, balancing between hiring fresh talent and developing existing employees to meet the evolving demands of AI integration in their businesses.
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