Two recent reports, considered together, describe a workforce development challenge that goes beyond how artificial intelligence will change any single job. A recent report from ETS found that U.S. workers understand the need to continually adapt. In fact, 78% said job security now requires continuous adaptation, and 85% said upskilling or reskilling is a necessity. Yet only 71% reported proactively developing new skills, a lower share than in other high-growth countries such as India...

For the past several years, artificial intelligence has been promoted as a workplace productivity game changer. Employees report that AI tools help them complete tasks faster, automate routine work, and reclaim valuable time during the workweek. In fact, a recent study by Glean’s Work AI Institute found that employees estimate AI saves them approximately 11 hours each week.

Artificial intelligence has become a workplace staple for many HR professionals. From drafting policies and writing job descriptions to supporting recruiting, performance management, and workforce analytics, AI is helping organizations move faster than ever before. But as adoption increases, so do questions about accountability, ethics, and the very real consequences of getting it wrong.

Artificial intelligence is creating a paradox in the early-career job market.  Companies are increasingly using AI to perform tasks traditionally assigned to entry-level employees, yet new research suggests many employers are not abandoning early-career hiring. Instead, they are changing what they expect from employees entering the workforce.

Mobley v. Workday, Inc. alleged that Workday’s AI screening tools discriminate against job seekers based on age, race, and disability. The suit was filed in 2024 in the U.S. District Court of California by Derek Mobley, a Black disabled man over 40, who claimed Workday’s algorithms continually screened him out as he applied for more than 100 positions on the platform. Incidentally, his email that he applied from was a hotmail address, which was a major player in the 1990s.

For much of the past two years, employers focused on doing more with less. Hiring slowed, layoffs made headlines, and many organizations looked to artificial intelligence (AI) as a way to increase productivity without adding headcount. Now, a new trend is emerging. Several major employers, including technology firms, transportation companies, and professional services organizations, are signaling plans to increase hiring as business conditions improve and the realities of AI adoption become...

Artificial intelligence continues to create new opportunities for efficiency, innovation, and growth. At the same time, it is also changing the cybersecurity landscape in ways employers cannot afford to overlook.

AI is being integrated into many HR functions, from scheduling and recruiting to performance management and compensation decisions. While HR processes are not fully automated, the growing use of AI in these areas can create legal and compliance risks for employers.

According to TalentLMS's newly released Learning Debt Report, employees are struggling to keep pace with rapidly changing job requirements. Forty-one percent of employees say their roles are evolving faster than their employers can provide training, leading many to rely on AI tools and informal workarounds to bridge skill gaps while remaining reluctant to admit what they do not know.

Many organizations are moving quickly to incorporate AI into everyday work. Senior leaders often assume employees share that enthusiasm, but recent research suggests the picture is more complicated.

Organizations are constantly looking for ways to improve efficiency, streamline processes, and gain an advantage over the competition. As part of that effort, many employers are turning to artificial intelligence (AI) to automate tasks, enhance decision-making, and increase productivity. While AI offers tremendous potential, the drive to achieve faster and better results can sometimes overshadow the need to carefully evaluate how these tools are being used. Without thoughtful oversight and...

Artificial intelligence has dominated HR and compensation discussions for the past several years, but many organizations are still trying to determine exactly how AI will impact jobs, compensation programs, and workforce planning. A recently released study by Korn Ferry, the Global Total Rewards Pulse Survey: AI Impact on Roles and Compensation (March 2026), provides a snapshot of how organizations around the world are approaching these issues. The survey gathered responses from more than...

Does AI really have religious impact on employees? Maybe. Recently, Pope Leo XIV’s first encyclical called “Magnifica Humanitas” covered the dramatic impact of AI on workplaces, noting that AI is not "morally neutral" and urging employers to focus on the "protection of employment opportunities" and "the irreplaceable role of the individual" as they deploy high-tech tools. Note that Pope Leo does not ask whether technological progress should...

As the federal government is pursuing a more laissez-faire approach to AI regulation, the states are picking up the slack. The two most recent states with AI regulations are Colorado and Connecticut. 

Artificial intelligence was supposed to simplify work. Automate repetitive tasks. Increase productivity. Free employees to focus on higher-value, more strategic work. In many ways, it has. But for some employees, AI may also create a new kind of workplace strain.