# Embracing AI: Reimagining Workforce Planning for Talent Success
As artificial intelligence reshapes the workplace, some analysts predict that traditional talent strategies are becoming obsolete. Across the globe, workforce transformation is accelerating, forcing companies to rethink how they attract, develop and retain talent.
In Europe and North America, this challenge is particularly acute amid ongoing struggles with economic growth, digital transformation and an aging workforce. With the European Union’s AI Act implementation underway and major tech investments flowing primarily to other regions, European businesses face unique pressures to adapt in an increasingly competitive global talent landscape.
## Leadership for the AI Era
One of today’s most urgent challenges is preparing workforces and societies for success in this rapidly changing global economy, where traditional career paths are being replaced by continuous adaptation. To address this issue, a high-level HR Tech Europe 2025 panel—led by Daniel Kjellsson, co-founder of the Future Talent Council and a 2024 HR Executive Top 100 HR Tech Influencer—brought together experts from policy, industry and education.
Dr. Jo Ritzen, the longest-serving minister of education in the European Union and former president of Maastricht University, issued a stark warning to HR leaders: “Take it seriously—the world is changing.”
Ritzen emphasized that the transition won’t be incremental, requiring HR leaders to ensure that hiring aligns with organizational strategy and that AI plays a major role. His advice was clear: “Make sure you keep in charge of AI, not be the person who has to follow AI.”
Being an HR or business leader today is both time-intensive and energy-demanding, according to Ritzen. He predicted that while many current leaders might make decent advisors, not all will be able to keep pace with future demands. He noted “a growing need for a new generation of leaders—one that not only embraces innovation but also considers the broader societal impact of their decisions.”
## The Urgency of Change
Focused adaptability is increasingly important, and in some cases will make or break an organization’s future solvency. PwC’s 28th Annual Global CEO Survey reveals that 42% of CEOs believe their companies may not remain viable over the next decade without substantial changes, underscoring ongoing concerns about long-term survival.
James Morris, global corporate affairs and advocacy director at PwC United Kingdom, noted that technology adoption and optimism are on the rise, though Europe trails behind Asia and the U.S. in this momentum. “Leaders are becoming more experienced in using new technologies in their organizations,” he said. “They’re starting to recognize the challenges that they need to overcome.”
Morris pointed to a growing number of workplace use cases for new technology at the individual and enterprise levels, emphasizing that much of this innovation includes AI functionality. He described these advancements as “transforming the way business will work” and noted that they have the potential to “make a massive difference for workers.”
However, Morris stressed that **trust is critical** in enabling this progress. He suggested that trust can be built when employees find something to love about the new technology, making them more likely to embrace and integrate it into their daily workflows.
## Barriers to Progress
While the potential for AI-driven transformation is clear, the path forward faces significant obstacles. Despite growing recognition of the need for change, organizations across Europe and the globe are encountering resistance at multiple levels—from individual employees to systemic educational frameworks.
According to Sam Schlimper, managing director at Randstad Enterprise, change management remains a critical challenge, starting with HR teams: “If you haven’t changed the hearts and minds of people, you are slowing things down.” She pointed out that HR is often seen as a cost center rather than an investment, limiting its strategic role.
Additionally, narrow talent programs focus on a select few, outdated methods overlook employees’ skills and aspirations, and systemic issues like fragmented hiring and workforce planning further hinder HR’s impact.
El Iza Mohamedou, head of the European intergovernmental organization OECD Centre for Skills, highlighted another significant barrier: “There is a misalignment of education and training within the workplace.” She explained that fear of job loss, which is sometimes warranted, continues to impact growth—a situation complicated by inadequate upskilling efforts.
Mohamedou emphasized that this also applies to HR professionals, a topic she said “is not talked about often enough.”
## Rethinking Skills and Work
Schlimper observed that “skills sit mainly in HR,” but organizational systems don’t always coordinate effectively to leverage skilling strategies for desired outcomes. Leading organizations, she said, are using a unique lens for understanding the potential of work and people: “The construct and fabric of work might look different. I think work will become learning instead of doing.” She distinguished between skilling as “an opportunity to practice” and learning as “a journey of understanding concepts.”
Turning to the capabilities that will matter most in an AI-powered workplace, Mohamedou challenged the term “soft skills” as a misnomer, noting their tremendous value in a climate demanding agility. “Learning requires a lot of effort,” she said. “How do we combine that with the effortlessness of AI?”
As organizations shift toward continuous learning and adaptability, many experts predict that traditional job structures may no longer serve the evolving nature of work. Instead of rigid roles, businesses must explore more flexible approaches that align with emerging skills and workforce needs.
## Reimagining Job Structures
Schlimper put forth an alternative to conventional approaches to job design: “Right now, job descriptions are rigid boxes that we expect people to fit into—but the reality is, they never truly do; [the idea of] fit is a flawed assumption.” Instead, she advocated starting with fundamental questions: “What are we trying to achieve? What are our key outputs?” Organizations should then focus on understanding their people—what they find rewarding and challenging.
“The key is capturing the right data—not just about roles, but about the actual outcomes of work,” said Schlimper. She recommended starting small rather than attempting to overhaul an entire organization at once: “Understand what skills employees have, what they’re learning and what they want to contribute.” With appropriate technology, she believes this approach could reshape work to benefit both businesses and their people.
## Key Takeaways for Recruitment Professionals
– **Focus on skills-based hiring** rather than traditional job descriptions to better match talent with organizational needs
– **Implement AI tools strategically** in your recruitment process while maintaining human oversight and decision-making
– **Develop continuous learning programs** that emphasize both technical skills and critical interpersonal capabilities
– **Start small with workforce transformation** by piloting new approaches in specific departments before scaling
– **Build trust through transparency** about how AI is being used in talent acquisition and development
## Balancing Innovation and Responsibility
Ritzen emphasized that companies ultimately need AI to remain competitive, yet they must implement it responsibly and recognize its role in shaping society. He noted that “this balance is essential for businesses to maintain a meaningful connection with the public.”
He also called for “a new compact between government and employers,” though he acknowledged the challenges ahead: “I guess not many employers do want that, [so] it’s going to be a long haul.” He added that despite the challenge, it would be worth the benefits.
Despite the challenges, Morris concluded with a note of tempered hope: “The world is not full of reasons to be optimistic at the moment. But I think that the way to get to it has got to have a kind of measured, sensible optimism about what we can get done,” as individuals and organizations, by working together.
# Embracing AI: Reimagining Workforce Planning for Talent Success
As artificial intelligence reshapes the workplace, some analysts predict that traditional talent strategies are becoming obsolete. Across the globe, workforce transformation is accelerating, forcing companies to rethink how they attract, develop and retain talent.
In Europe and North America, this challenge is particularly acute amid ongoing struggles with economic growth, digital transformation and an aging workforce. With the European Union’s AI Act implementation underway and major tech investments flowing primarily to other regions, European businesses face unique pressures to adapt in an increasingly competitive global talent landscape.
## Leadership for the AI Era
One of today’s most urgent challenges is preparing workforces and societies for success in this rapidly changing global economy, where traditional career paths are being replaced by continuous adaptation. To address this issue, a high-level HR Tech Europe 2025 panel—led by Daniel Kjellsson, co-founder of the Future Talent Council and a 2024 HR Executive Top 100 HR Tech Influencer—brought together experts from policy, industry and education.
Dr. Jo Ritzen, the longest-serving minister of education in the European Union and former president of Maastricht University, issued a stark warning to HR leaders: “Take it seriously—the world is changing.”
Ritzen emphasized that the transition won’t be incremental, requiring HR leaders to ensure that hiring aligns with organizational strategy and that AI plays a major role. His advice was clear: “Make sure you keep in charge of AI, not be the person who has to follow AI.”
Being an HR or business leader today is both time-intensive and energy-demanding, according to Ritzen. He predicted that while many current leaders might make decent advisors, not all will be able to keep pace with future demands. He noted “a growing need for a new generation of leaders—one that not only embraces innovation but also considers the broader societal impact of their decisions.”
## The Urgency of Change
Focused adaptability is increasingly important, and in some cases will make or break an organization’s future solvency. PwC’s 28th Annual Global CEO Survey reveals that 42% of CEOs believe their companies may not remain viable over the next decade without substantial changes, underscoring ongoing concerns about long-term survival.
James Morris, global corporate affairs and advocacy director at PwC United Kingdom, noted that technology adoption and optimism are on the rise, though Europe trails behind Asia and the U.S. in this momentum. “Leaders are becoming more experienced in using new technologies in their organizations,” he said. “They’re starting to recognize the challenges that they need to overcome.”
Morris pointed to a growing number of workplace use cases for new technology at the individual and enterprise levels, emphasizing that much of this innovation includes AI functionality. He described these advancements as “transforming the way business will work” and noted that they have the potential to “make a massive difference for workers.”
However, Morris stressed that **trust is critical** in enabling this progress. He suggested that trust can be built when employees find something to love about the new technology, making them more likely to embrace and integrate it into their daily workflows.
## Barriers to Progress
While the potential for AI-driven transformation is clear, the path forward faces significant obstacles. Despite growing recognition of the need for change, organizations across Europe and the globe are encountering resistance at multiple levels—from individual employees to systemic educational frameworks.
According to Sam Schlimper, managing director at Randstad Enterprise, change management remains a critical challenge, starting with HR teams: “If you haven’t changed the hearts and minds of people, you are slowing things down.” She pointed out that HR is often seen as a cost center rather than an investment, limiting its strategic role.
Additionally, narrow talent programs focus on a select few, outdated methods overlook employees’ skills and aspirations, and systemic issues like fragmented hiring and workforce planning further hinder HR’s impact.
El Iza Mohamedou, head of the European intergovernmental organization OECD Centre for Skills, highlighted another significant barrier: “There is a misalignment of education and training within the workplace.” She explained that fear of job loss, which is sometimes warranted, continues to impact growth—a situation complicated by inadequate upskilling efforts.
Mohamedou emphasized that this also applies to HR professionals, a topic she said “is not talked about often enough.”
## Rethinking Skills and Work
Schlimper observed that “skills sit mainly in HR,” but organizational systems don’t always coordinate effectively to leverage skilling strategies for desired outcomes. Leading organizations, she said, are using a unique lens for understanding the potential of work and people: “The construct and fabric of work might look different. I think work will become learning instead of doing.” She distinguished between skilling as “an opportunity to practice” and learning as “a journey of understanding concepts.”
Turning to the capabilities that will matter most in an AI-powered workplace, Mohamedou challenged the term “soft skills” as a misnomer, noting their tremendous value in a climate demanding agility. “Learning requires a lot of effort,” she said. “How do we combine that with the effortlessness of AI?”
As organizations shift toward continuous learning and adaptability, many experts predict that traditional job structures may no longer serve the evolving nature of work. Instead of rigid roles, businesses must explore more flexible approaches that align with emerging skills and workforce needs.
## Reimagining Job Structures
Schlimper put forth an alternative to conventional approaches to job design: “Right now, job descriptions are rigid boxes that we expect people to fit into—but the reality is, they never truly do; [the idea of] fit is a flawed assumption.” Instead, she advocated starting with fundamental questions: “What are we trying to achieve? What are our key outputs?” Organizations should then focus on understanding their people—what they find rewarding and challenging.
“The key is capturing the right data—not just about roles, but about the actual outcomes of work,” said Schlimper. She recommended starting small rather than attempting to overhaul an entire organization at once: “Understand what skills employees have, what they’re learning and what they want to contribute.” With appropriate technology, she believes this approach could reshape work to benefit both businesses and their people.
## Key Takeaways for Recruitment Professionals
– **Focus on skills-based hiring** rather than traditional job descriptions to better match talent with organizational needs
– **Implement AI tools strategically** in your recruitment process while maintaining human oversight and decision-making
– **Develop continuous learning programs** that emphasize both technical skills and critical interpersonal capabilities
– **Start small with workforce transformation** by piloting new approaches in specific departments before scaling
– **Build trust through transparency** about how AI is being used in talent acquisition and development
## Balancing Innovation and Responsibility
Ritzen emphasized that companies ultimately need AI to remain competitive, yet they must implement it responsibly and recognize its role in shaping society. He noted that “this balance is essential for businesses to maintain a meaningful connection with the public.”
He also called for “a new compact between government and employers,” though he acknowledged the challenges ahead: “I guess not many employers do want that, [so] it’s going to be a long haul.” He added that despite the challenge, it would be worth the benefits.
Despite the challenges, Morris concluded with a note of tempered hope: “The world is not full of reasons to be optimistic at the moment. But I think that the way to get to it has got to have a kind of measured, sensible optimism about what we can get done,” as individuals and organizations, by working together.