How AI fluency will change job requirements for benefit leaders

AI tools have changed the way employees across every department do their job, and are redefining the skills leaders need to be effective in their roles.   

Eighty percent of HR and benefit professionals said being proficient in AI will be a prerequisite for people leaders, according to a recent survey from venture capital and private equity firm SoftBank Investment Advisers. Forty-four percent expect that shift in skillset to happen in the next few years, but 36% say it's already here — making it a topline issue for any organization developing their AI strategy.  

"We're seeing firsthand how AI is reshaping the way HR operates, and the pace is accelerating," says Michelle Aylott, CHRO at SoftBank Investment Advisers. "AI fluency is becoming a key part of the role and [as a result] there's a clear shift happening in the skillset required for HR leadership." 

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Nearly half of HR leaders are using AI tools on a daily basis, according to Softbank's findings. Sixty-two percent are using the technology for talent acquisition, 54% for administrative tasks and 44% to boost employee engagement. And while the use of AI has improved outcomes in all of those areas, without HR and benefit leaders that fully understand how the tech works and its best practices, they could risk stunting any of that progress. 

"AI is helping leaders work smarter by creating space for more strategic, people-focused work. It's augmenting their capabilities, not replacing them," Aylott says. "Skills like clear communication, problem solving and navigating ambiguity remain essential, but we're seeing [the need for] new competencies emerge." 

To keep up with the current workforce, leaders need to know how to successfully apply and oversee AI when integrated with traditional HR functions. For example, leaders should be able to use AI for hiring decisions without sacrificing good culture fits, which can often be hard for tech tools to discern on their own. They should also know how to interpret AI-generated data and insights on benefits and policies, all while understanding how to manage bias, stay compliant and build equitable processes. 

Already, many organizations have made efforts to offer AI upskilling and reskilling opportunities for employees, specifically those in fields and roles that could be impacted by AI. However, if they want employees to be successful in those ventures, organizations need to ensure that there are programs geared towards the HR and benefit leaders who will be responsible for choosing and rolling out these tech tools, and ensuring employees are trained to use them. 

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"It's not enough to expect these individuals to figure it out," Aylott says. "The companies making progress are investing in structured, ongoing upskilling. They're ensuring [leaders] have access to the right tools, training and support across the organization." 

Hands-on experience matters most in becoming an expert in AI, according to Aylott. She urges leaders to familiarize themselves with any popular AI tools in their space. She also suggests prioritizing talent that has had direct exposure to those tools when recruiting for their own teams.   

"HR leaders who don't build fluency in AI risk falling behind on one of their most important responsibilities, which is building great teams," Aylott says. "Candidates are expecting faster, more intuitive processes, and the companies that can deliver those experiences will become more attractive places to work."