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It’s nearly impossible to attend an industry conference, sit through a vendor pitch or read a white paper without hearing the same refrain: Artificial intelligence is going to reshape work, and employees will need to be reskilled or upskilled to stay relevant. The message is delivered with urgency, sometimes even with alarm. Consulting firms warn that those who don’t act quickly will be left behind. Technology providers position their tools as essential to building the “AI-ready workforce.” Leaders declare that people are the most important asset in this new era.
On its face, the argument makes sense. We are firmly in a period of rapid technological change, and employees will need different skills to succeed in roles that look nothing like their job descriptions from even three years ago. Continuous learning and development should be the logical answer. But the reality on the ground tells a different story.
Instead of building robust programs to reskill their people, many organizations are opting for a shortcut. They are turning to the external market, choosing to hire workers who already have AI fluency, while simultaneously letting go of employees whose skills are tied to older models of work. It is faster, cleaner and
