The rapid rise of generative AI (Gen AI) is reshaping industries, and learning and development (L&D) professionals are at the center of this evolution. Simon Brown, EY’s Global Learning and Development Leader, spoke about this transformation in a recent interview. His insights reveal how companies can integrate Gen AI into their L&D strategies while ensuring alignment with broader organizational goals. Brown’s experience provides valuable lessons about Gen AI’s dual role in both skills development and business strategy execution.
Bridging learning and strategy through Gen AI
According to Brown, it’s important to align Gen AI skill building with a company’s overarching strategy. Companies that consider Gen AI a core part of their future strategy must incorporate it into their development efforts from the beginning. “If it’s already part of an organization’s strategy, it percolates as one of the key skills that needs to be built,” he said. This means L&D teams need to be more agile than ever and quickly adapt to rapid change.
Traditional learning frameworks often operate in fixed cycles, but as Gen AI technology evolves weekly, companies need a more responsive approach. “It’s important to enable learning teams to move faster than ever before,” Brown emphasized. Agility is no longer an option. It is essential to meet market demands and employee expectations.
EY’s strategy includes developing specific AI badges and training programs across the organization to equip employees with Gen AI skills tailored to their business roles. This alignment helps employees understand not only what they need to learn, but also why it’s important in relation to company goals.
Overcoming the learning curve for L&D teams
Integrating Gen AI into L&D is complex because it requires both trainers and learners to navigate unfamiliar territory. Unlike traditional skills, which have clearly defined training paths, Gen AI is new and expertise is still emerging. As Brown pointed out, “Leaders who learn are learning themselves. It’s not just traditional skills that simply transfer knowledge.”
This challenge is further exacerbated by the fact that Gen AI touches multiple functions, from IT and customer service to finance and human resources. This means that even experts in these fields may not be completely tech-savvy. Brown emphasized the importance of fostering curiosity within learning teams, saying, “It starts with being curious and looking at what’s going to happen.”
Rather than waiting to fully master the technology, L&D professionals should experiment with tools like ChatGPT to understand its potential. Brown’s own journey began with practical experimentation, and he encouraged L&D leaders to embrace similar explorations. Early familiarization helps trainers gain foundational knowledge that can then be extended throughout the organization through a structured program.
Addressing employee concerns about Gen AI
One of the biggest hurdles companies face when implementing Gen AI is addressing employee concerns about potential turnover. Workers, especially older workers, often wonder whether investing time in learning new AI tools will pay off. Younger employees, on the other hand, may fear that Gen AI will reduce their job security.
To overcome this resistance, companies need to create a safe learning environment. EY’s strategy includes proactive communication and practical access to AI tools through EYQ, a proprietary platform that uses internal data to deliver AI-powered assistance in a secure environment. . This approach allows employees to explore AI technology without fear and increases their understanding of its benefits.
Additionally, EY rolled out AI training company-wide, with more than 325,000 employees participating. These efforts not only demystify technology, but also help employees see technology as an enabler rather than a threat. Training programs focus on ethical AI practices and ensure employees understand important considerations such as data privacy and security. According to Brown, this transparency makes employees feel more comfortable working with Gen AI and reduces anxiety.
Develop targeted skill pathways using AI badges
Another pillar of EY’s Gen AI strategy includes personalized learning paths through an AI badge system. These badges serve as both a learning framework and a motivational tool, encouraging employees to apply their newfound skills in a hands-on environment.
Badges are divided into three levels: Bronze, Silver, and Gold within three categories: Applied AI, AI Engineering, and Responsible AI. Brown explained that earning the badge requires more than passive learning. Employees must demonstrate the ability to apply knowledge to real-world scenarios. This combination of theory and practice enables employees to not only retain information, but to use it effectively in their roles.
EY’s approach reflects a shift in the way companies build learning programs, moving beyond static training and focusing on continuous development. The system encourages continuous upskilling of employees and keeps them relevant as Gen AI technology evolves. This model provides a scalable solution for companies looking to build AI proficiency across a large workforce while promoting a culture of lifelong learning.
The future of learning in the Gen AI era
Looking to the future, Brown sees Gen AI becoming even more deeply integrated into corporate learning environments. “We have already started using Gen AI not only to create content, but within the content itself to deliver dynamic, live experiences,” he said. EY is exploring AI-generated role-play and personalized coaching tools that allow employees to receive real-time feedback and guidance tailored to their individual needs.
These innovations represent a shift from static, one-size-fits-all learning models to adaptive, AI-powered solutions. As Brown emphasized, “To stay on the cutting edge, we need to continue to build our Gen AI skills quickly as things evolve.” This evolution will only enhance the individual learning experience. and keep your organization competitive in a rapidly changing market.
In the future, learning programs will include AI systems that act as personal coaches, providing ongoing support and feedback. Such systems can tailor content based on individual learning styles and performance, allowing employees to progress more effectively. These developments promise a future where learning becomes more interactive, personalized, and tailored to business needs.
conclusion
Integrating Gen AI into corporate learning is no longer an option. As I tell client organizations whose leaders have expressed resistance when it comes to integrating Gen AI, this is essential for organizations looking to succeed in the digital age. As Brown’s experience at EY shows, the key is to align learning strategies with company goals, foster curiosity within L&D teams, and create an environment that supports employees.
The path forward requires continued experimentation, adaptability, and strategic thinking. Companies that successfully incorporate Gen AI into their L&D frameworks will not only empower their employees, but also set themselves up for long-term success in an AI-driven world. By building agile learning systems, addressing employee concerns, and fostering hands-on engagement with AI tools, organizations can unlock the full potential of Gen AI and prepare their workforce for the future. You can do it like this.
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