With AI, leaders need to re-engineer the workforce

AI is fundamentally re-engineering how work is done, who does it, and why. From AI-assisted nursing tools enabling healthcare providers to serve more patients to robotics improving retail fulfillment efficiency, the change is monumental. Organizations must establish a common language around work to navigate this transformation effectively. This raises a critical question:

Who bears the responsibility for preparing the workforce for the AI age?

Industry expert Josh Bersin notes that thriving in this era requires redesigning work, jobs, and organizational models—deconstructing tasks, evaluating AI solutions, and defining the human role alongside automation. This imperative underscores the moral mandate of leaders to empower people, not displace them—a theme explored further in his piece.

It is clear that readiness cannot fall solely on employees. Leaders must rise to the challenge, driving the reinvention of work ethically and inclusively.

The moral mandate of leaders

AI is poised to reinvent nearly every job, with research showing that 92% of tech roles will evolve in response to automation. Yet, most employees lack the tools to navigate these shifts independently, and many HR leaders remain uncertain about future workforce needs. Expecting employees to pivot seamlessly without guidance ignores their struggles to balance work and life, let alone reimagine their career trajectories.

Leaders must rise to this challenge by creating a unified understanding of work that drives intelligent workforce transformation. The imperative isn’t just about adopting AI—it’s about re-engineering work in a way that ensures no one is left behind. Leadership must understand their workforce’s day-to-day activities: Which tasks are primed for AI enhancement? How can we create more opportunities? How do we ensure work flows efficiently to those best suited to perform it?

Bersin’s research shows that to succeed with AI, companies must rethink work, jobs, and structures. This means focusing on customer outcomes, breaking work into tasks, using AI where it fits, and defining where humans add value. Leaders who do this will make AI work for their people—not replace them.

Accountability is the new currency

Today’s stakeholders—employees, customers, communities, and shareholders—scrutinize companies like never before. Business success is no longer measured by profits alone; it’s judged by how well organizations unlock and amplify the full potential of their people.

Leaders must rethink traditional job design. Jobs consist of tasks, not skills, and people possess the skills to perform those tasks. Reskilling efforts must be task-focused, dynamic, and deeply personalized.

Consider financial services. Junior analysts, whose roles are heavily impacted by AI, could become data scientists within months through upskilling in Python and AI fundamentals. This isn’t just workforce optimization—it’s workforce empowerment.

The alternative is bleak: mass unemployment, economic instability, and widening social inequalities. Failing to act doesn’t just hurt employees; it undermines economic resilience.

Design for meaningful work

AI will eliminate some roles but create countless new opportunities. The key is ensuring that those opportunities are accessible to everyone, regardless of their starting point. Organizations need comprehensive frameworks that map jobs, tasks, processes, and career paths. Through this understanding, leaders can create clear development pathways for every employee.

This isn’t just about workforce optimization; it’s about creating an environment where every individual can grow alongside technological advancement.

For example, our Workforce Reinvention Blueprint pinpoints high-value areas where AI complements human capabilities. Leaders can build reskilling strategies tailored to individual aspirations and organizational goals, ensuring every employee finds meaning and purpose in their work.

From incremental to transformational

The journey to workforce reinvention doesn’t happen overnight. Leaders must adopt a phased approach, starting with understanding their current workforce dynamics, aligning job tasks with future skills needs.

Here’s how companies can embrace transformation:

• Workforce analysis: Identify tasks for automation and map the skills needed for higher-value roles.
• Reskilling as a priority: Pinpoint skills gaps and offer tailored learning opportunities.
• Transparency in communication: Build trust by sharing the vision for AI integration and its impact.
• Inclusive leadership: Ensure reskilling opportunities are accessible to all employees, especially marginalized groups.

Leadership that goes beyond numbers

As we continue through 2025, the organizations that thrive will be those that approach workforce transformation with both boldness and responsibility. Success lies in ensuring that as work evolves, people evolve with it. This isn’t just about AI adoption—it’s about creating a future where technology amplifies human potential rather than diminishing it. The opportunity to reinvent work has never been greater; the responsibility to do so has never been clearer.

Siobhan Savage is CEO and founder of Reejig. 

The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.

View the full article