AI is predicted to increase global productivity by 1.5% per year, potentially driving significant GDP growth. Commissioned by European House Ambrosetti IBM.
By 2030, approximately 729 million people are expected to use AI tools, up from 314 million today, the report estimates.
Despite these predictions, the report found that AI adoption is hampered by significant skills gaps.
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Lorenzo Tavazzi, senior partner and head of scenarios and intelligence at Teha Group, said AI has the potential to “redefine the future of work” but prioritizes skills development and requires a comprehensive approach to “ensure that no segment of society is left behind.” .
said Mike Chatterton, founder of AI Accelerator. human resources management AI represents a “radical shift” that will impact “every aspect of how businesses operate.”
“As this technology continues to evolve, it becomes increasingly clear to those who use it extensively that AI touches every part of business, from strategy and operations to customer interactions and decision-making,” he said. added.
Stay productive with AI
Investment in AI is rapidly increasing, with global private investment increasing by 134% in the past five years. Research shows that almost half (42%) of companies worldwide have already adopted AI-based solutions.
The UK experienced lower productivity growth in the period 2013-2023 compared to the period 2002-2012, but the use of AI is expected to reverse this trend.
The country will need an annual growth rate of 0.7 percentage points and 0.2 percentage points more from 2013 to 2023 to maintain its current level of GDP growth.
Hayfa Mohdzaini, senior policy and practice adviser for technology at the CIPD, said AI “has the potential to deliver significant productivity gains and an enhanced role for the UK economy”.
Chatterton similarly emphasized that AI “drives growth and productivity by enabling dramatic efficiency gains.
“The organizations we work with have seen up to an 80% reduction in effort on tasks like proposal writing and procedure development because they use generative AI tools. “Profits are often limited to isolated individuals or teams experimenting with the technology, meaning it remains at its fullest potential,” he added.
The report found that the six occupational groups most affected by AI (managers, professionals, technicians, administrative support workers, service workers, sales workers, factory machine operators and assemblers) account for approximately 79% of the working-age population. I am.
Among the group, an average of 21% of routine tasks will face automation and the majority of tasks will be augmented (79%), the report was found.
AI is predicted to directly impact 83% of these groups’ tasks (43 out of 52 tasks identified), ranging from 60% of tasks for technicians to 100% for plant and machinery operators. That’s it.
said Ross Pepperell, founder of Appy Automations. human resources management AI makes employees more efficient, and combining it with automation leads to “scaling effects that amplify the potential benefits.”
address the skills gap
The report highlighted a growing skills mismatch where workers do not have the necessary skills to perform their roles. This currently affects half (50%) of workers in the US, UK, Japan, France, Germany and Italy.
It is estimated that over 43 million workers in the UK will require some type of training in AI by 2030. Non-traditional routes such as online courses and digital qualifications are preferred by 11 million of these workers.
Traditional college courses in AI are increasing by an average of 22% from 2017 to 2023, but 80% are still focused on traditional STEM fields.
Chatterton said investments in AI skill development were made “in the early days of the internet, when organizations that built broad understanding early gained a significant competitive advantage.”
He explained that there are two sides to the AI skills gap. It is a technical creation and applied usage, with employees often experimenting without guidance and structure.
“On the technical side, organizations looking to build AI solutions face challenges in finding highly skilled talent and investing in advanced training.On the application side, generative AI Tools like “are changing work outcomes, but adoption is often ad hoc,” he added.
Chatterton emphasized the importance of relevance so that when employees see the value of AI, they are more motivated to develop their skills.
Mohdzaini said: By training and fostering a culture of shared learning and cross-team collaboration, organizations enable employees to develop and reskill as needed, ensuring no one is left behind. You can. ”
Justina Nixon-Saintil, vice president and chief impact officer at IBM, said collaboration between schools, universities, community colleges, nonprofits, and governments is “essential” to expand access to AI education and close the skills gap. ”.
“As we look to 2025, we know that a skilled workforce is essential to unlocking the full potential of AI, so we aim to train 2 million learners by the end of 2026. “This report highlights the need to expand collaboration. We invite others to join us in this important effort.”
How can employers fill the gap?
Chatterton urged organizations to adopt AI “strategically” and share knowledge and best practices across domains.
He emphasized that “cross-pollination of ideas” can ensure that increased productivity benefits everyone, allowing companies to foster innovation and remain competitive.
“By equipping employees with even a basic understanding of AI as a tool, organizations are positioning themselves to stay ahead of the curve. This broader awareness accelerates innovation and fosters experimentation. , enabling the entire workforce to contribute to discovering the potential of AI,” he said.
“In a world where AI is reshaping industries, it is essential to have a workforce that understands and embraces this change,” he added.
Pepperell said that adopting AI is not just a technical exercise, but is ultimately about people.
“If there’s a shared vision for an AI roadmap where both employers and employees are aligned, that’s where you see the biggest benefits,” he said.
He urged organizations to start small and then expand efforts to assign responsibilities to key employees who can share knowledge, creating a “compound interest effect.”
A framework is needed, considering both management and employee perspectives, he noted.
“You need to assess the basic level of understanding of your employees and make sure they have basic AI skills. You also need to consider how to measure success and responsibly steer AI projects. There is,” Pepperell explained.
Read about CIPD and worker coexistence and AI research
