A survey by talent management company Talogy found that 78 per cent of 207 senior HR leaders, talent acquisition managers and learning and development experts are concerned about the long-term loss of critical leadership skills as artificial intelligence takes on tasks traditionally associated with entry-level jobs.
The Pittsburgh-based company released the findings Sept. 17 alongside a new guide that examines how organizations can deliberately develop employees as AI changes the nature of early-career work.
Talogy said the increasing use of AI for entry-level responsibilities could reduce opportunities for employees to acquire skills through day-to-day work, creating potential gaps in the leadership pipeline as those workers progress through their careers.
The guide, titled AI and the Leadership Pipeline: The rising need for intentional development, was authored by Ali Shalfrooshan, Talogy's director of science strategy. It calls for organizations to take a more deliberate approach to replacing on-the-job learning opportunities that may become less common as AI assumes more workplace tasks.
RISE capabilities
The guide identifies four human capabilities that Talogy says are important to developing sustainable leadership pipelines in workplaces increasingly shaped by AI. The framework, called RISE, covers responsiveness, insight, sustainability and effectiveness.
Responsiveness refers to developing the openness and agility needed to learn, engage with emerging technologies and adapt as work changes. Insight involves critical thinking, interpreting information and generating new ideas and possibilities.
Sustainability refers to adapting to change, remaining resilient during challenges and maintaining performance over time. Effectiveness encompasses communication and collaboration to turn ideas and effort into outcomes.
Talogy said the framework is based on research involving more than 6,000 employees, managers and talent professionals worldwide. The company said the capabilities are intended to provide a foundation for leadership development as technology takes on an increasing range of workplace activities.
Maintaining a long-term leadership pipeline
The guide also argues that skills training alone is not sufficient to maintain a long-term leadership pipeline. It calls for talent development to incorporate psychological foundations such as values and emotional intelligence, while encouraging HR leaders to use science-backed psychometric and behavioural assessments to identify leadership potential, uncover talent and shape development strategies.
Shalfrooshan said organizations need to look beyond teaching employees how to use AI.
"As organizations rethink employee development, teaching employees how to work alongside AI tools simply isn't enough," said Shalfrooshan. "We must be far more intentional about cultivating core human capabilities, such as critical thinking, adaptability and collaboration if we are to enable people to take on complex responsibilities over time. Leadership development needs to begin at the early career stage and evolve dynamically throughout the entire career journey."