AI Isn’t the Differentiator. Workforce Readiness Is

AI Isn’t the Differentiator. Workforce Readiness Is
June 17, 2026 11 mins

AI Isn’t the Differentiator. Workforce Readiness Is

AI is rapidly reshaping how work gets done and where value is created, yet many organizations are not translating their investment into business outcomes. Closing the gap between deployment and impact requires a focus on workforce readiness and aligning people strategy to performance.

Key Takeaways
  1. Nearly three of four organizations globally have deployed or are piloting AI, but only 18% have seen the majority of their workforce participate in AI reskilling and upskilling programs.
  2. Workforce deployment of AI is still often measured in the frequency of use instead of outcomes, severely limiting organizations’ ability to capture value.
  3. Looking at workforce readiness through four core HR pillars can help leaders align people strategy to business priorities and take action to translate AI investment into outcomes.
AI Isn’t the Differentiator. Workforce Readiness Is

Artificial Intelligence (AI) is already embedded across many organizations. Yet while deployment is advancing rapidly, many companies are not translating that investment into meaningful business and workforce outcomes. As Aon’s Human Capital Trends Study shows, the challenge is not access to technology; it is workforce readiness to apply it effectively.

While more than three quarters of employers say they have rolled out AI tools, less than one third have trained even 10% of their workforce, and one in six have not trained any employees. AI has moved beyond a technology issue. It is now fundamentally a people issue, driven by skills, roles and how work gets done. “There’s a reason most technology comes with instructions,” says John McLaughlin, Chief Commercial Officer and Head of Assessment, Talent Solutions, Europe, the Middle East and Africa. “Organizations are deploying AI without providing the clarity, direction and operating model required to use it effectively.” 

Quote icon

We aren't talking enough about people. It is inconceivable that a winner in the application of AI isn't going to lead with a world-class people strategy.

Greg Case
President and Chief Executive Officer, Aon

The AI Readiness Gap and Why it Matters

With this AI readiness gap comes another gap between investment and impact. While many organizations have invested in new AI tools, fewer are seeing consistent results in productivity, decision making or innovation.

Workforce Transformation Lags AI Technology Adoption
AI tools advance faster than the systems that shape work, jobs and rewards.
Workforce Transformation Lags AI Technology Adoption

As Aon’s Human Capital Trends Study highlights, organizations are advancing AI faster than they are building the skills, structures and support needed to make it effective. This is nothing new, as it’s fairly common for technology to outpace human capability. Without that alignment, even well-intentioned investments can fall short of their potential.

The effects show up in a range of risks, including:

  • Underutilized Technology Investment: When employees lack the confidence or clarity to apply AI in their roles, adoption slows and value is left unrealized.
  • Disconnect from Business Priorities: Without aligning AI use and workforce training to strategic objectives, activity may increase, but outcomes do not. 
  • Performance and Productivity Risks: Organizations that roll out AI tools and encourage employee-led experimentation may see some progress. However, without advanced workforce readiness, firms may struggle to scale high-value use cases and deliver consistent performance gains. 
  • Workforce Engagement: When AI is introduced without considering the evolution of roles or clear performance metrics, employees may feel uncertain about how their work is changing. This impacts engagement, retention and ultimately performance.
 
Quote icon

There's obviously the technology that you need to invest in, but then you need to build out the HR scaffolding to support people to actually do work in a net-new way. That raises the question of what comes first, the technology or the skills needed to use it?

Marinus van Driel
Partner, Workforce Transformation Advisory, Talent Solutions, North America

Workforce readiness progresses through stages of maturity, from experimentation and development to integration and transformation. But many organizations struggle to move beyond early adoption. Aon’s van Driel explains why: “Many of the HR leaders I talk to don’t feel confident they can move fully into the transformation stage, often because of skills gaps, budget constraints or competing priorities. Companies should look at what tools they have rolled out and develop strategies aligned to how they want to use those tools. I hear leaders say, ‘We want to use AI to gain efficiency.’ I would challenge that assumption further to say, ‘Why do you want to gain efficiency?’ You must challenge assumptions to get to the heart of the strategy.”

23%

of global organizations said they partner externally to build AI skills. This represents an opportunity for firms to leverage specialized expertise.

Source: Aon 2026 Human Capital Trends Study

AI Workforce Maturity Model

  • 01

    Foundation

    Early AI exploration is underway but largely informal. Priority is establishing baselines, governance, etc., before scaling. Characteristics: AI task analysis is informal. AI skills are fragmented across systems. Tool subscriptions are scattered. Leaders are exploring AI workforce vision.

  • 02

    Developing

    Structured programs are in motion. Pilots are expanding, workforce systems are being updated, and AI capability is being measured. Characteristics: AI literacy programs begin. Competency models are updated. Adoption measurements are created. Skills-based practices gain footing.

  • 03

    Integrated

    AI is embedded in how the organization runs. Workforce systems, job design, performance and pay all reflect AI realities. Characteristics: AI tasks are embedded in job descriptions. Total rewards reflects skills premiums. Performance includes AI KPIs. AI adoption is scaled across functions.

  • 04

    AI-Native

    Workforce is by default architected around human + AI collaboration. Roles, pay, planning and culture use AI as core partner. Characteristics: Roles are fluid and AI-native. Pay models adapt to AI skills. AI capability pipelines run continuously. Leaders orchestrate human + AI teams.

The Pillars of AI Workforce Readiness to Enable Better Outcomes 

Translating AI investment into meaningful outcomes requires a deliberate approach to workforce readiness focused on four pillars. These pillars shape how work gets done, how people are empowered to do the work and how performance is measured. Delivering this requires close alignment across HR, finance, risk and IT functions.

  • Skills and Learning

    HR leaders are well-positioned to drive transformation through a continuous culture of learning. Define core competencies and technical skills that produce successful outcomes. Aon’s research finds that people with critical thinking, creativity and collaboration are better equipped to navigate change and leverage fast-moving technology. 

  • Job Design and Job Architecture

    Job architecture will never be static again. As capabilities of AI models evolve, so will the classification of jobs to more dynamic, skills-based models with built-in AI competencies and AI-native job families. Employers will need to move beyond static benchmarks to accurately classify and properly level these skill-based roles. Market data will matter more, not less.

  • Metrics and Incentives

    For skills to translate into performance, they need to connect to how work gets done every day. Applying a skills lens across all roles reveals where AI amplifies performance and where differentiation emerges. As a result, organizations will need to rethink how performance and rewards reflect these shifts while maintaining fairness and transparency.

  • Governance and Trust

    Corporate governance of AI is an important but overlooked area. Only 28% of organizations have fully operational AI guidelines with oversight mechanisms in place. Governance defines where and how AI should — and should not — be used. But governance alone is insufficient. Companies also need clear guidance that enables employees to apply AI effectively in their day-to-day work. This is where an AI workforce playbook becomes critical.

6 Implementation Strategies to Close the Readiness Gap

1. Incentivize and reward those who innovate.

In the past, skills premiums served as the primary way to reward upskilling and reskilling. Organizations should move beyond traditional skills premiums to reward those who drive AI-led change, where pay is connected to the exponential performance outcomes that are influenced by technology.

2. Provide practical and accessible training.

Even employees who are eager to use AI tools may find training difficult to fit in alongside their regular duties. Therefore, training should be accessible, with dedicated time for it during people’s workday, and clear connection about how skills are applied in practice. Some organizations have shifted to a talent marketplace model, where instead of strictly defined roles, employees work on projects where their skills are the best match and the most valuable to the organization. Others are making AI skills part of their learning and development, adding AI-focused goals.

6%

of organizations say that more than 80% of their workforce has participated in AI reskilling and upskilling in the last year.

Source: Aon 2026 Human Capital Trends Study

3. Show leadership engagement.

Changing the culture around AI starts at the top. Employees who see leaders using AI effectively are more likely to adopt it for themselves. “Leaders have to model change in order to bridge the gap between strategy and action,” says Aon's McLaughlin. “Making change part of the process and part of your organization’s DNA rather than a one-time event is far more effective.”

4. Encourage psychological safety.

Employees need to know that they won’t innovate themselves out of a job. While people understand that jobs change, they may be more reluctant to use tools they see as replacing them. By moving toward a transparent, skills-based job architecture, employees can see that technology and tools will work with and for them, not in replacement of them.

5. Focus on outcomes, not inputs.

Many companies measure their success with AI in its usage. Measuring the use of tokens or LLM queries may make a company feel like they are maximizing the AI opportunity. However, gains in efficiency, increased capacity and innovation should be the focus. “Make productivity gains, not tool usage, part of goals,” says Puneet Swani, Head of Talent Solutions, Asia Pacific. “It’s like judging marketing on how much money they spend, instead of the number of leads they bring in with that spending,” he adds.

6. Embed readiness into cultural DNA.

Creating a culture that supports AI experimentation and implementation is crucial to activating these strategies. Change management will be required to maintain alignment to business objectives. Required training, can only take employees so far without a culture change. “Think of AI upskilling like wellbeing programs,” says Max Saravi, Head of Human Capital, Latin America. “The company can provide benefits and resources, but if employees don’t use them or engage in poor lifestyle choices, they won’t improve their health. It’s the same with AI.”

15%

of companies embed AI expectations into performance criteria.

Source: Aon 2026 Human Capital Trends Study

The AI-Ready Leader: Skills for Workforce Readiness

With so much of the success of AI riding on leadership that demonstrates willingness to use the technology, it’s worth envisioning what the ideal AI-ready leader may look like. Obviously, understanding how AI can improve productivity is key, but equally important is having the critical thinking skills to go along with the technology aptitude. Leaders who exhibit high critical thinking skills will be able to anticipate change to lead with confidence, integrate AI and human judgment, and drive culture toward transformation.  

Embracing an AI-Forward Future

Before asking whether more tools or training are needed, leaders should review the four pillars of workforce readiness, consider where they sit on the maturity curve and take action to close the readiness gap. Ultimately, closing the readiness gap is not about increasing activity — it’s about ensuring AI investment translates into measurable business and workforce outcomes. Aon helps organizations diagnose readiness, design workforce strategies and implement the operating models required to translate AI investment into sustained business outcomes. To start a conversation around AI and workforce readiness, please contact us.

Contact

Let’s Connect

Talk to Our Team

Before adding tools or training, leaders should review workforce readiness pillars, assess maturity, and act to close gaps. Aon helps diagnose readiness and turn AI investment into outcomes.

Contact Us

Aon’s Thought Leaders

John McLaughlin
Chief Commercial Officer and Head of Assessment, Talent Solutions, Europe, the Middle East and Africa

Max Saravi
Head of Human Capital, Latin America

Puneet Swani
Head of Talent Solutions, Asia Pacific

Marinus van Driel
Partner, Workforce Transformation Advisory, Talent Solutions, North America

General Disclaimer

This document is not intended to address any specific situation or to provide legal, regulatory, financial, or other advice. While care has been taken in the production of this document, Aon does not warrant, represent or guarantee the accuracy, adequacy, completeness or fitness for any purpose of the document or any part of it and can accept no liability for any loss incurred in any way by any person who may rely on it. Any recipient shall be responsible for the use to which it puts this document. This document has been compiled using information available to us up to its date of publication and is subject to any qualifications made in the document.

Terms of Use

The contents herein may not be reproduced, reused, reprinted or redistributed without the expressed written consent of Aon, unless otherwise authorized by Aon. To use information contained herein, please write to our team.

Aon's Better Being Podcast

Our Better Being podcast series, hosted by Aon Chief Wellbeing Officer Rachel Fellowes, explores wellbeing strategies and resilience. This season we cover human sustainability, kindness in the workplace, how to measure wellbeing, managing grief and more.

Aon Insights Series Asia

Expert Views on Today's Risk Capital and Human Capital Issues

Aon Insights Series Pacific

Expert Views on Today's Risk Capital and Human Capital Issues

Aon Insights Series UK

Expert Views on Today's Risk Capital and Human Capital Issues

Client Trends 2025

Better Decisions Across Interconnected Risk and People Issues.

Construction and Infrastructure

The construction industry is under pressure from interconnected risks and notable macroeconomic developments. Learn how your organization can benefit from construction insurance and risk management.

Cyber Resilience

Our Cyber Resilience collection gives you access to Aon’s latest insights on the evolving landscape of cyber threats and risk mitigation measures. Reach out to our experts to discuss how to make the right decisions to strengthen your organization’s cyber resilience.

Employee Wellbeing

Our Employee Wellbeing collection gives you access to the latest insights from Aon's human capital team. You can also reach out to the team at any time for assistance with your employee wellbeing needs.

Environmental, Social and Governance Insights

Explore Aon's latest environmental social and governance (ESG) insights.

Q4 2023 Global Insurance Market Insights

Our Global Insurance Market Insights highlight insurance market trends across pricing, capacity, underwriting, limits, deductibles and coverages.

Global Risk Management Survey

Better Decisions Across Interconnected Risk and People Issues.

Regional Results

How do the top risks on business leaders’ minds differ by region and how can these risks be mitigated? Explore the regional results to learn more.

Impact Report 2025

Explore Aon's corporate sustainability impact and strategy.

Top 10 Global Risks

Trade, technology, weather and workforce stability are the central forces in today’s risk landscape.

Industry Insights

These industry-specific articles explore the top risks, their underlying drivers and the actions leaders are taking to build resilience.

Human Capital Analytics

Our Human Capital Analytics collection gives you access to the latest insights from Aon's human capital team. Contact us to learn how Aon’s analytics capabilities helps organizations make better workforce decisions.

Human Capital Quarterly Insights Briefs

Read our collection of human capital articles that explore in depth hot topics for HR and risk professionals, including using data and analytics to measure total rewards programs, how HR and finance can better partner and the impact AI will have on the workforce.

Insights for HR

Explore our hand-picked insights for human resources professionals.

Workforce

Our Workforce Collection provides access to the latest insights from Aon’s Human Capital team on topics ranging from health and benefits, retirement and talent practices. You can reach out to our team at any time to learn how we can help address emerging workforce challenges.

Mergers and Acquisitions

Our Mergers and Acquisitions (M&A) collection gives you access to the latest insights from Aon's thought leaders to help dealmakers make better decisions. Explore our latest insights and reach out to the team at any time for assistance with transaction challenges and opportunities.

Natural Resources and Energy Transition

The challenges in adopting renewable energy are changing with technological advancements, increasing market competition and numerous financial support mechanisms. Learn how your organization can benefit from our renewables solutions. 

Navigating Volatility

How do businesses navigate their way through new forms of volatility and make decisions that protect and grow their organizations?

Parametric Insurance

Our Parametric Insurance Collection provides ways your organization can benefit from this simple, straightforward and fast-paying risk transfer solution. Reach out to learn how we can help you make better decisions to manage your catastrophe exposures and near-term volatility.

Pay Transparency and Equity

Our Pay Transparency and Equity collection gives you access to the latest insights from Aon's human capital team on topics ranging from pay equity to diversity, equity and inclusion. Contact us to learn how we can help your organization address these issues.

Property Risk Management

Forecasters are predicting an extremely active 2024 Atlantic hurricane season. Take measures to build resilience to mitigate risk for hurricane-prone properties.

Technology

Our Technology Collection provides access to the latest insights from Aon's thought leaders on navigating the evolving risks and opportunities of technology. Reach out to the team to learn how we can help you use technology to make better decisions for the future.

Trade

Our Trade Collection gives you access to the latest insights from Aon's thought leaders on navigating the evolving risks and opportunities for international business. Reach out to our team to understand how to make better decisions around macro trends and why they matter to businesses.

Transaction Solutions Global Claims Study

Better Decisions Across Interconnected Risk and People Issues.

Weather

With a changing climate, organizations in all sectors will need to protect their people and physical assets, reduce their carbon footprint, and invest in new solutions to thrive. Our Weather Collection provides you with critical insights to be prepared.

Workforce Resilience

Our Workforce Resilience collection gives you access to the latest insights from Aon's Human Capital team. You can reach out to the team at any time for questions about how we can assess gaps and help build a more resilience workforce.

More Like This

View All
  • Why Third Party Cyber Risk is a Balance Sheet Issue

    Article 8 mins

    Why Third-Party Cyber Risk is a Balance Sheet Issue

    Many organizations assume contracts or insurance transfer third-party cyber risk until a disruption proves otherwise. Limiting financial fallout requires treating third-party exposure as a capital and resilience issue, with direct implications for earnings, cash flow and balance sheets.

  • Aon 2025/26 Global Pension Risk Survey

    Article 4 mins

    Aon 2025/26 Global Pension Risk Survey

    Explore how pension sponsors and leaders are responding to investment volatility, the latest regulations and operational pressures in Aon’s 2025–26 Global Pension Risk Survey.

View All
Subscribe CTA Banner