AI has taken over the future of work conversation, mainly around the new efficiencies it will bring and its impact on future careers.
However, the discussion around how organizations can properly equip employees for this new AI era has been much quieter. The most advanced AI system is only as effective as the workforce empowered to leverage it. That’s why leaders must shift the conversation from automation to augmentation, and from replacing talent to reimagining how to support it.
Based on my experience helping guide workforce strategy at Allianz Trade Americas, here are some key principles any organization can follow to upskill employees and stay competitive in this AI-driven world.
Make AI Literacy the New Digital Literacy
According to a 2023 report by Microsoft and LinkedIn, 82% of leaders anticipate their employees will need new skills to be prepared for the growth of AI. Yet just 38% of U.S. executives say they’re currently helping workers become AI-literate. For organizations to be successful in the current environment, this needs to change.
AI literacy is foundational. Every employee—whether in marketing, operations, or human resources—needs to understand the basics of how AI works, where it’s being used, and what ethical considerations come with it.
The goal isn’t to turn everyone into a data scientist. It’s to reduce fear, boost confidence, and create a shared language around AI innovation.
A major step in the right direction is offering curated and continuous training throughout your organization.
Organizations can begin by offering modular, role-specific training that breaks down AI concepts into accessible lessons. Curated learning paths can be paired with live workshops to reinforce learning. And just as importantly, training should be ongoing, not one-and-done. AI is evolving too quickly for static knowledge.
At Allianz Trade, we provide every employee with multiple AI training options, including a few mandatory upskilling trainings, to ensure we are embedding AI and data-driven decision-making into our culture. For example, our “AI literacy fundamentals” training brings in each and every one of our employees to gain a clear understanding of AI, its benefits, and potential risks.
Integrate AI into Existing Systems, Not Just New Ones
McKinsey estimates that generative AI could add up to $4.4 trillion annually to the global economy if integrated thoughtfully across functions. Thoughtful integration of AI doesn’t need to be disruptive to be impactful. In fact, one of the most effective strategies is integrating AI capabilities into tools employees already use, such as CRMs, HR platforms, or procurement software. We have found success at Allianz Trade by equipping our leaders to apply AI tools to streamline their day-to-day operations.
Additionally, according to a 2024 Deloitte survey, 62% of companies deploying AI have integrated it into existing workflows, yet only 28% have comprehensive change management plans in place.
Integration shouldn’t be an exclusively tech-led initiative. Cross-functional teams in IT, operations, and HR, for example, should co-design these changes to ensure alignment with user needs and frontline realities.
The first step in this process is auditing existing workflows to identify inefficiencies or bottlenecks that AI can improve. Then prioritize user-friendly AI features that complement, not complicate, day-to-day operations. Also, don’t forget to measure impact. Piloting AI solutions with small teams and tracking KPIs, such as time saved, accuracy improved, or employee satisfaction, builds momentum and provides critical data to refine broader rollouts.
Empower Middle Managers as AI Champions
Research from Boston Consulting Group shows companies that engage middle management in transformation efforts are 1.4x more likely to achieve successful AI adoption. Too often, upskilling efforts fail because they’re pushed from the top down without the support of middle managers. But these managers are the connective tissue of an organization: they translate strategy into action and culture into daily behavior.
That’s why we must invest in developing middle managers as AI champions. Equip them with the tools and language to explain new technologies, coach their teams through change, and identify opportunities for growth.
One effective model is the “train-the-trainer” approach, where select managers receive intensive AI training, then cascade that knowledge through their teams, which can foster ownership and peer learning.
At Allianz Trade, we’ve seen firsthand how empowering managers to lead change, not just manage it, can accelerate adoption of new tools and mindsets. When they believe in the vision, their teams follow.
When done right, AI doesn’t diminish the human element, it enhances it. It gives people more time to think strategically, build relationships, and do meaningful work. But only if we prepare them successfully.
The future of work won’t be defined by the sophistication of your AI model, but by the readiness and resilience of your workforce. If we want to unlock the full potential of artificial intelligence, we must first invest in human intelligence. As we step into this new era, let’s remember: technology moves fast, but trust and talent move results.
Barbara Martell is SVP, Chief Human Resources Officer at Allianz Trade Americas. In her role, she leads all people aspects and HR strategy for the region and serves as a member of the Regional Management Team. Previously, Barbara was VP, Regional Head of Human Resources Business Partners and Talent Management, where she led the Regional HRBP team throughout US, Canada, and Brazil, while also leading the Talent Acquisition team. Barbara joined Allianz Trade in 2016.