Technological change has always shaped how people work. From the introduction of computers in offices to the rise of automation on factory floors, each wave of innovation has brought both opportunity and uncertainty. Today, generative artificial intelligence (AI) represents the latest phase in this ongoing evolution of work.
Rather than signalling a sudden rupture, AI is accelerating trends that were already underway, reshaping how tasks are performed, how skills are valued and how careers develop over time. For organisations and workers alike, the question is no longer whether work will change, but how quickly skills must adapt to remain relevant.
This article explores how the rapid evolution of AI is intensifying the skills crisis, the impact this is having on workers and employers, and the workforce strategies organisations can adopt to support continuous learning, knowledge transfer and long-term employability.
How urgent is the skills crisis in the age of AI?
The urgency of the skills challenge is undeniable. According to the Gi Group Holding report “Flex the Mould”, drawing on World Economic Forum data, around 40% of core skills are expected to change within just a few years, driven by the unprecedented speed of technological evolution. This acceleration is also reflected in the World Economic Forum’s Future of Jobs Report 2023, which estimates that 44% of employees’ skills will be disrupted by 2027 as automation reshapes tasks ranging from data processing to complex reasoning and decision-making.
Why are employers concerned about keeping pace with technological change?
This transformation is unfolding in a context of growing organisational pressure. According to the World Employment Confederation, 87% of employers recognise that AI will require a radical rethink of how they manage large parts of their workforce. More critically, 78% of employers are concerned they will not be able to train their employees fast enough to keep up with technological developments over the next three years.
What is FOBO and why is it becoming widespread?
For many workers, this environment is giving rise to FOBO: the “Fear of Becoming Obsolete”. As AI increasingly affects not only routine tasks but also cognitive and decision-making activities, the risk of skills obsolescence feels immediate and personal. FOBO reflects a growing anxiety about staying relevant in a labour market where requirements evolve faster than traditional career and training models.
How do workers prefer to develop new skills?
One clear signal is emerging from the data: workers increasingly value learning that is closely connected to real work. According to the “Flex the Mould” Report, 48% of workers prefer on-the-job training, favouring contextual and experiential learning over purely classroom-based approaches. Embedding learning into daily activity allows employees to build new capabilities while remaining productive.
How can organisations embed knowledge rather than just deliver training?
In this context, flexibility in workforce models becomes a strategic advantage. The targeted use of contingent workers allows organisations to embed knowledge through action rather than abstraction, enabling in-house teams to learn alongside external specialists in real time. By collaborating on live projects, organisations can address immediate skills gaps while accelerating internal capability building.
Are organisations increasing investment in learning?
Faced with the scale of the skills crisis, many employers are responding with sustained commitment. Around 82% of organisations plan to increase investment in learning over the next two years, signalling a shift away from one-off training initiatives towards more continuous, embedded approaches to skills development.
How can organisations turn the skills crisis into a competitive advantage?
The skills crisis cannot be addressed through static workforce planning or isolated training programmes. It requires organisations to flex the mould, embedding learning into work, adopting more flexible talent strategies and investing in continuous capability building.
When learning is contextual, knowledge is shared through collaboration and investment is sustained over time, rapid skills evolution becomes not only manageable but strategic. In this way, uncertainty can be transformed into adaptability, and a rapidly changing skills landscape into a source of long-term competitive advantage.