Generative AI is changing the rules for employee training
The rapid rise of generative AI tools in the workplace is prompting CIOs to overhaul their training frameworks. These AI technologies—which automate tasks, generate content, and process data at unprecedented speeds—require employees to understand how to use them, as well as how to integrate them into existing workflows effectively.
CIOs are increasingly focused on making sure their teams know how AI can streamline operations, improve decision-making, and drive productivity. This requires a broader focus on building AI fluency across different levels of the organization, rather than limiting AI expertise to technical teams.
Implementing AI technologies brings with it complex upskilling challenges. As AI evolves, it affects every department—from customer service to finance—meaning that employees at all levels need a baseline understanding of AI to remain relevant.
The need for comprehensive AI literacy is particularly pronounced in industries that rely heavily on data, automation, and digital workflows. Failing to address these training needs can create inefficiencies and missed opportunities, as organizations risk falling behind their AI-enabled competitors.
CIOs rethink training to keep up with AI advances
As AI becomes a driving force in modern business operations, CIOs are rethinking how training is structured across their organizations. The goal is no longer teaching employees to operate new tools, but rather how to help them integrate AI into daily work to drive efficiency and innovation.
CIOs must reimagine traditional training programs to fit a fast-paced, AI-augmented work environment.
Instead of siloed, one-off training sessions, CIOs are developing ongoing learning pathways that make sure employees continuously update their skills in AI and related technologies.
Revamped training strategies must focus on practical application. Simply learning about AI is not enough; employees need to know how to apply AI tools in ways that improve workflows and decision-making.
To that end, CIOs are promoting hands-on learning experiences that let employees practice using AI tools in their roles—helping organizations avoid theoretical learning that doesn’t translate to real-world use cases.
Two critical skills CIOs are focusing on right now
Internal-facing IT functions
CIOs are placing a renewed emphasis on core IT functions, such as database management, networking, and IT support as the foundations of an organization’s digital infrastructure. Any breakdown in these areas can disrupt operations.
Maintaining expertise in these internal-facing areas is key as the demand for seamless connectivity and robust data management grows. CIOs are prioritizing these skills to keep systems running efficiently while also making sure they have the capabilities to support AI and other advanced technologies.
Legacy system expertise
As Baby Boomers retire, CIOs face a pressing challenge: the loss of knowledge related to legacy systems and infrastructure. Many of these older systems, especially in sectors like government and manufacturing, still underpin critical operations.
Younger workers, however, are often uninterested or unskilled in these outdated technologies—creating a knowledge gap that can expose organizations to operational risks.
CIOs are addressing this by finding creative ways to transfer knowledge from retiring workers to younger employees, typically including documenting processes and breaking down the skill sets needed to maintain these systems, which ultimately secures operational continuity.
How CIOs are closing high-demand tech gaps
In today’s competitive environment, finding talent with in-demand tech skills—especially in areas like AI and machine learning—can be both expensive and time-consuming.
According to PwC, jobs requiring AI expertise command a salary premium of up to 25%, which can strain hiring budgets.
As a result, CIOs are exploring a two-faced approach: reskilling existing employees while leveraging external training resources. This lets companies build a more adaptable workforce without relying solely on costly external hires.
Through blending in-house expertise with third-party training providers, CIOs are crafting reskilling strategies that tap into the strengths of both internal teams and external platforms.
In-house experts mentor employees and provide role-specific knowledge, while external platforms offer structured learning programs that deliver specialized skills. This enables CIOs to scale training efforts efficiently, reaching more employees without losing the personalized, hands-on learning that comes from direct mentorship.
Combine in-house talent and third-party training for maximum impact
CIOs are increasingly using third-party platforms to complement internal training programs, especially when reskilling workers in emerging technologies like AI. They typically offer certifications, structured curriculums, and on-demand courses, which make them an accessible tool for upskilling large numbers of employees.
At the same time, CIOs recognize the importance of internal knowledge sharing, which remains a powerful resource for developing company-specific skills. Through pairing external resources with mentorship from in-house experts, CIOs create a well-rounded training strategy that addresses both general knowledge and specialized expertise.
This combination also provides a cost-effective solution for filling skill gaps. Instead of competing in the expensive external talent market, CIOs are using a blended approach to develop talent from within.
It’s a model that has proven effective already, particularly in industries where technology evolves quickly and internal staff need constant access to the latest knowledge and tools.
Create a culture of continuous learning that thrives with AI
Building a culture of continuous learning is becoming essential as technology shifts, particularly with the rise of AI. For organizations to remain competitive, employees must keep their skills sharp, and this requires more than just offering occasional training sessions.
CIOs are cultivating environments where learning is part of the daily work routine, encouraging employees to invest time during work hours in upskilling—improving engagement and making sure employees can apply new skills directly to their job responsibilities.
In today’s environment, where AI is reshaping roles and functions across the board, continuous learning must also be accessible. In practice, that means offering learning platforms that employees can engage with on their own time, letting them progress at a pace that fits their schedules.
The data supports this: companies that prioritize ongoing learning tend to have higher employee retention rates and are better positioned to adapt to technological changes.
Reskilling your workforce is a smart way to cut costs
Reskilling internal workers offers a practical and cost-effective solution to the high costs of hiring external talent. In fast-evolving fields like AI, external hires come at a premium—up to 25% more in salary for AI roles, according to PwC.
Through investing in reskilling, CIOs can bypass these inflated hiring costs and instead cultivate the skills they need from within the organization—lowering hiring expenses while helping with employee retention—as workers appreciate the investment in their professional growth.
CIOs are leveraging structured training programs to make this transition seamless. For example, Lexmark’s year-long AI training program through NC State University’s AI Academy lets employees upskill in critical areas like AI, data analytics, and machine learning.
Structured training programs provide deep, targeted learning that equips workers to fill high-demand roles without the need for expensive recruitment efforts.
Lexmark’s graduation ceremonies for their program participants reiterates the importance of recognizing employee growth, contributing to higher engagement and lower attrition rates.
A deeper look at Lexmark’s innovative AI training program
Lexmark’s year-long training initiative is a prime example of how companies can build a skilled workforce from within. Through its partnership with NC State University’s AI Academy, the company offers employees an intensive program that focuses on key areas like AI, data analytics, and machine learning.
While only 25% of the participants come from IT, the program draws from a diverse pool of employees across the organization, emphasizing that AI skills are relevant in every department.
One key to Lexmark’s success is the strong involvement of management. Managers nominate participants and actively support them throughout the training process, which involves 3-4 hours of coursework per day.
Support here is key given the program’s rigor. Through making it a priority for both the company and its employees, Lexmark has seen impressive results: zero dropouts and minimal employee attrition.
Graduation ceremonies, held every six months, celebrate the achievements of participants and reinforce the company’s commitment to professional development—boosting morale and contributing to a stronger organizational culture—as employees feel valued for their contributions and growth.
Final thoughts
As AI and new technologies disrupt businesses, the question is how quickly can you upskill your workforce effectively. Are you investing enough in upskilling your current employees to stay competitive, or will you be left behind, struggling to fill the growing skills gap?
