Despite growing pressure on HR leaders to ensure their workforce is prepared to use AI, organizational AI fluency doesn’t mean every employee needs to become a data scientist. According to Amy Mosher, chief people officer at HCM platform isolved, it means that workers know “how AI fits into their role, how it can enhance their work and how to use it responsibly.”
At its core, says Mosher, an AI-fluent environment requires all employees to practice using AI, knowing when to trust AI-generated insights, how to question them and how to pair them with human judgment.
This casting of AI literacy as practical confidence rather than technical expertise creates a clear path forward for HR leaders who must navigate workforce transformation while addressing legitimate employee concerns.
And with 37% of employees fearing they’ll lose their jobs to AI, according to isolved research, the stakes for getting this right are high, according to Mosher.
The strategic role of HR in AI fluency
While technology-related gains haven’t been traditionally credited to HR teams, this is changing, particularly as AI training becomes a top business objective at many workplaces.
Mosher notes that HR can offer practical, role-specific training and experiences with the tools employees will use—starting from onboarding and continuing through ongoing upskilling. “HR’s responsibility is to help employees understand not just what AI is, but how it can support their growth,” she explains. “It’s about ensuring they feel empowered by change.”
The first step requires coordination among departments. “HR and IT teams should remain in consistent communication to align on which tools employees have access to,” says Mosher.
She cautions that this assessment will apply to existing and proprietary systems as well as tools employees are allowed to use independently. This foundational alignment prevents confusion and ensures training efforts target the right technologies.
Once this foundation is in place, HR and learning and development leaders can develop AI literacy and ethics training that establishes a company-wide baseline aligned with organizational policies. From there, HR teams can partner with managers to design customized, role-specific programs that teach employees how to apply AI tools effectively in their work, says Mosher.
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Transforming learning and development for the AI era
Traditional employee training will likely need to be augmented to be sufficient these days, says Mosher. “In the era of AI, L&D programs must focus on continuous, adaptable and strategic upskilling to keep pace with evolving AI features and technologies,” she says.
HR leaders may find themselves in a new pattern of workforce development, one that is dynamic enough to adapt to different learning styles. “Whether it’s formalizing AI training in mentorship programs or creating controlled situations that allow employees to experiment with the technology, everyone learns differently,” says Mosher.
The goal isn’t just technical know-how—it’s confidence, especially as AI innovation zooms. Mosher says HR and L&D leaders should prioritize teaching employees to use the technology “efficiently, effectively and safely as the core of any learning program.” By emphasizing responsible use, organizations help employees approach AI with confidence, turning uncertainty into opportunity.
HR leaders building future-proof workforces should look for candidates and employees with the skills to foster collaboration, solve problems and innovate. These are particularly useful as employees transition from individual contributors to leadership roles. Mosher predicts that HR leaders will drive soft skill development through L&D programs, mentorship, performance reviews and succession planning.
Enhancing entry-level roles
One of the most persistent concerns about AI centers on its impact on entry-level positions. The World Economic Forum has reported that although 170 million new jobs may be created this decade, AI tools could automate just as many, especially in entry-level white-collar jobs.
However, Mosher argues that “future-proofing entry-level roles doesn’t mean phasing them out.” She says HR leaders should instead ensure these workers grow alongside the business. She insists that these roles have always centered on building skills and understanding the organization or industry, and AI doesn’t necessarily change that phase of one’s early career.
Rather than rejecting early career job positions, HR leaders should focus on enhancing them. Mosher says that means prioritizing the development and refinement of soft skills like communication, critical thinking and adaptability—skills AI can’t replicate. “It also means giving entry-level employees exposure to automation tools early, so they build tech literacy that will serve them throughout their careers,” says Mosher.
To help new hires grasp the nuances of the business, formal mentorship and peer learning should be built in from day one, according to Mosher. While she acknowledges that entry-level jobs may involve less routine work than before, with thoughtful design, they can offer even more space for growth and impact.
Leveraging AI for inclusive hiring and development
AI’s impact goes beyond internal workforce development—it’s also transforming how organizations find and grow talent. “One of the most exciting things about the introduction of AI in the job market is that it provides access to information in a way we’ve never seen before,” Mosher notes. “People can now develop skills and gain knowledge that used to be available only to those who could afford it.”
This democratization helps break down socio-economic barriers and opens new career paths, particularly for historically underserved communities, according to Mosher. She says that candidates and employees now have access to AI tools that can boost their job and interview prep, which Mosher believes is especially valuable for first-generation students entering the workforce.
Mosher says that many organizations are also using AI to strengthen skill-based hiring and reduce bias. This tech is built to enable HR teams to assess candidates based on skills and potential rather than background, degrees or “resume polish,” says Mosher. AI can even help craft job postings that remove exclusionary language and attract diverse applicants. With thoughtful use, Mosher has found that AI can help level the playing field for underrepresented groups and build a more inclusive approach to hiring and development.
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Addressing leadership hesitation
Despite the clear benefits, many leaders remain hesitant to invest in AI training. This could be slowing businesses down when it comes to innovation. Nearly 90% of leaders expect AI to drive revenue growth within the next three years, according to a January 2025 McKinsey report. However, achieving that growth requires corporate transformation—something most companies struggle with, say the researchers, as nearly 70% of transformations fail.
Drawing from her 25 years as an HR professional, Mosher has witnessed technology reshape the workplace time and time again, from the rise of the internet to mobile computing and now AI. Each one colored how and where work got done, she says.
“Successful leaders don’t just adapt, they lean into change and see every shift as a new opportunity,” she explains. “For leaders hesitant about AI training due to fears of job loss or unclear ROI, it’s important to understand that there’s a greater risk in standing still.”
AI is changing at a rapid pace, and today’s workforce already faces a significant skills gap. According to a report from McKinsey, nearly half of business leaders say their workforces have skill gaps that challenge AI adoption.
“The role of HR is to help people see that this is a shift, not an end,” Mosher emphasizes. “Teaching the workforce how to embrace change is the only way to make sure it leads to more opportunity, not less.”
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