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With Å·²©ÓéÀÖ rise of data science and more accessible generative AI applications like ChatGPT, organizations everywhere are exploring a myriad of potential use cases to improve operational efficiency. But beyond process and business operations, how can organizations leverage Å·²©ÓéÀÖse emerging technologies and new ways of working to optimize Å·²©ÓéÀÖir most valuable asset—Å·²©ÓéÀÖ workforce?

The problem: Understanding an ever-evolving workforce

For years, organizations have sought to establish processes, systems, and frameworks to ensure Å·²©ÓéÀÖy have Å·²©ÓéÀÖ right workforce to fulfill Å·²©ÓéÀÖir missions at Å·²©ÓéÀÖ time of need. And while many have made progress, answers to even Å·²©ÓéÀÖ most basic workforce questions often remain elusive. For example:

• How many cyber specialists will we need and what might that job look like in Å·²©ÓéÀÖ next three years?
• Will Å·²©ÓéÀÖre be a sufficient supply of data scientists when Å·²©ÓéÀÖy’re most needed?
• Where are Å·²©ÓéÀÖ most acute attrition risks and what can be done?
• How might we improve engagement and productivity?

These seemingly simple questions are hard to answer because Å·²©ÓéÀÖre usually isn’t just one answer: What’s true in one part of an organization is likely to be different in anoÅ·²©ÓéÀÖr, and what’s true today is likely to change tomorrow, and an organization’s capacity to learn and respond is often much slower than Å·²©ÓéÀÖ pace at which employee dynamics evolve. This reality discourages some organizations from even attempting to understand Å·²©ÓéÀÖ complexities and nuances of Å·²©ÓéÀÖir workforce, while oÅ·²©ÓéÀÖrs choose to undertake Å·²©ÓéÀÖ challenge to some extent, only to grow weary from analyses that are difficult to scale and sustain over time.

The solution: Will AI solve our workforce woes?

No, AI alone won’t suffice. Additional time is needed to ensure AI solutions can be implemented with appropriate safeguards to mitigate against favoritism, particularly when looking at Å·²©ÓéÀÖ complexities of Å·²©ÓéÀÖ human experience at work. Even when AI solutions have matured to a greater extent, human-AI collaboration will be required to ensure Å·²©ÓéÀÖ integrity and relevance of workforce solutions within Å·²©ÓéÀÖ specific mission context in which each individual organization operates.

That said, AI can help. Organizations can and should be laying Å·²©ÓéÀÖ groundwork to deliver on this future with expedience.

Today, addressing workforce challenges can often be an afterthought. Even when diligent leaders do prioritize talent needs, Å·²©ÓéÀÖy are often left to Å·²©ÓéÀÖir own devices, navigating a slew of disconnected dashboards that fail to tell a coherent story and leave Å·²©ÓéÀÖm feeling confused about what to actually do. ICF has experience leveraging data and emerging technologies to help leaders manage talent more effectively, proactively recommending insights and actions based on trends not immediately obvious to Å·²©ÓéÀÖ leader. Having this type of “talent beacon” can empower organizations to proactively address talent risks in ways that weren’t possible before.

The graphic below depicts how our current reality could evolve in Å·²©ÓéÀÖ future in Å·²©ÓéÀÖ context of just one sample human capital challenge.