CEOs are betting big on AI returns: 85% expect positive ROI from AI efficiency investments by 2027, while 77% anticipate gains from AI growth initiatives. IBM also found that 61% of CEOs are actively adopting or preparing to scale AI agents across their businesses.
But the tools are only one piece of the puzzle. As Kim Morick, IBM’s global HR technology offering leader, points out, many companies are still approaching AI adoption too narrowly.
The speed at which artificial intelligence is changing work is accelerating, and many organizations are feeling the pressure to adapt by creating new AI roles fast. According to IBM’s 2025 CEO Study, 54% of CEOs say their organizations are now hiring for AI-related roles that didn’t exist a year ago.
What are misconceptions about AI in the workforce?
“One of the biggest misconceptions I’m seeing is that companies think bringing AI into their workforce starts and ends with adopting new tools,” says Morick. “They assume selecting the right platforms is enough, without fully addressing how work, roles and skills need to evolve alongside the technology.”
Companies navigating this shift effectively are taking a broader, people-focused approach, according to Morick. They’re not just integrating tools—they’re investing in AI literacy for everyone, embedding learning into daily routines and redesigning roles to focus employees on higher-value, more human work.
The CEO study also highlights that 67% of CEOs are adopting a “buy, build, bot, borrow” strategy to address their talent gaps. That means mixing hiring, reskilling, AI integration and external partnerships. But the human element remains essential, because IBM expects that nearly one-third of the workforce will need reskilling in the next three years to remain competitive in an AI-driven world.
How can HR leaders plan for new AI roles?
That’s where HR leaders come in. Morick says their role is pivotal in helping executives and managers understand how AI is changing roles and what kind of support people need to feel confident.
The report reveals that 69% of CEOs believe their organization’s success depends on cultivating a broad base of leaders who possess both strategic acumen and decision-making authority.
IMB researchers say this finding underscores the need for leadership development efforts across all levels to create a more resilient and responsive leadership structure throughout the enterprise.
“We need to give employees practical tools, like real-world training examples, coaching and clear guidelines on using AI responsibly,” she explains. “So they have room to try things out and keep learning as they go.”
What are HR priorities for AI training?
When asked what HR leaders should prioritize in the next six to 12 months, Morick is clear: Invest in role-specific AI training. It’s not enough to roll out generic AI modules. She says organizations need to work with team leads to identify the unique skills each role requires and embed training into everyday workflows.
On the technical side, skills such as data literacy, prompt engineering and governance are becoming essential. But Morick stresses that the human side is just as important. “People still need to be able to think critically and make informed judgment calls,” she says. “They have to know when to trust what the AI is telling them and when to step in with their own experience and intuition.”
Success, Morick says, can’t just be measured by completion rates on training platforms. Organizations need to know if employees are actually using AI tools effectively in their daily work. That means tracking productivity and adoption metrics—but also listening to employees and managers about how capable and confident people feel.
“When people really know how to use AI and feel supported doing it, that’s when you start seeing real results,” Morick adds.
For more insight from IBM, hear from CHRO and HR Tech keynoter Nickle LaMoreaux about HR Agents: Myths, Mayhem and Monumental Moments. Register now.
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