Most organizations are investing in AI training that helps workers use AI in their current roles, but they are largely ignoring the reskilling needed for the jobs AI will create or displace, according to a report released July 28 by The Conference Board. The findings, drawn from interviews with 35 enterprise leaders and a global survey of nearly 1,300 workers, show that while 55% of workers use AI regularly, only one-third have received employer-provided training in the past six months, and nearly a third get no training at all.
"Many organizations have made progress introducing employees to AI, but AI literacy alone will not create business value," said Matt Rosenbaum, Principal Researcher, Human Capital at The Conference Board. "The organizations that benefit most from AI will be those that help employees apply AI effectively in their work, continuously develop new capabilities, and adapt as technology and business needs evolve."
AI use outpaces training, and programs rarely go beyond literacy
More than half of workers (55.1%) use generative AI or AI agents daily or weekly. Yet only 33.3% have participated in organization-provided AI training during the past six months, and 28.3% say their employer provides no AI training at all. Most formal efforts emphasize basic prompting techniques and AI literacy, while far fewer help workers develop advanced skills such as managing AI agents, integrating AI into workflows, or applying AI to strategic challenges. This creates a growing gap between what the technology can do and what employees are prepared to do with it.
Time, tools, and support gaps hinder skill development
Access to training alone isn't enough. Only 48% of workers agree their organization gives them sufficient time during work hours to build AI skills, and just 47.6% say they have the tools, access, and resources needed. Leaders report that critical AI capabilities require dedicated time, hands-on experience, and managerial support, not just course access.
"Employees are far more optimistic about AI when they believe their organization will help them adapt as technology evolves," said Marion Devine, Principal Researcher, Human Capital, Europe at The Conference Board. "Building that confidence requires giving people the time, support, and opportunities to develop new skills as work changes."
Workers also value multiple training formats. Organizations are increasingly combining formal learning, social learning, and experiential learning, and leaders stress that hands-on experimentation and practical application are essential for successful AI adoption.
Enterprise-wide ecosystems are needed to move beyond training
Effective AI workforce development demands alignment across strategy, governance, learning, workflow redesign, culture, and skills measurement. The report finds that skilling efforts succeed when tied directly to business goals and supported across HR, learning and development, technology, legal, and business units. AI capabilities should be reinforced throughout the employee life cycle-from talent acquisition to performance management-and workers who upskill and reskill should be rewarded.
Most organizations, however, remain focused on upskilling for current roles rather than building the infrastructure for large-scale reskilling and redeployment that AI-driven workforce transformation will require. Those that wait until disruption is widespread may struggle to adapt.
"The organizations that navigate AI successfully will be the ones that treat workforce transformation as a leadership priority," said Diana Scott, US Human Capital Center Leader at The Conference Board. "CHROs have an opportunity to bring together business leaders, technology teams, and learning functions around a shared strategy for developing the capabilities the organization will need next."
Why this matters for HR leaders
HR leaders should move beyond foundational AI literacy and invest in applied capabilities that improve business outcomes. This means giving employees dedicated time, hands-on learning opportunities, and clear paths to reskill for roles that may not yet exist. Aligning AI skilling with business strategy, establishing cross-functional ownership, and rewarding new capabilities now will determine whether the organization leads or lags when workforce disruption accelerates.
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