Why employers need to up the ante on generative AI training
Employers should focus on AI training and help people make sense of what’s changing and why it matters as the tech becomes central to work and the economy.
The way we work is undergoing a fundamental shift, driven not only by the rise of generative AI (GenAI) but also by the evolving values and expectations of a workforce undergoing demographic change.
Sometimes, these two factors intertwine, and this has implications for employers. With Gen Zs and millennials set to represent about three-quarters of the global workforce by 2030, their approach towards technology like AI is defined by enthusiasm and scepticism in equal measures.
According to Deloitte’s latest annual Gen Z and Millennial Survey, 67 per cent of Australian millennials and almost half of Australian Gen Zs already use GenAI in their day-to-day work, with most reporting the quality of their work has improved as a result.
Yet at the same time, around two-thirds of both groups worry about the prospect of job losses from the technology they are enthusiastically taking up.
A similar number say the increasing adoption rate of AI is prompting them to look for job opportunities that are less vulnerable to automation.
This dichotomy is easy to explain: those who use AI fully understand its potential and feel they may be left behind as the technology rapidly advances.
Employers should respond to these growing concerns by upping the ante on AI training for their people, helping people make sense of what’s changing and why it matters as the technology becomes increasingly embedded in workplaces and the economy.
Whether that’s by directly providing learning modules or courses or by encouraging or empowering employees to undergo further study, Gen Zs and millennials make it clear that they want their employers to offer more training opportunities.
More than eight in 10 Australian respondents say formal training programs are helpful to their career growth, and more than half expect their employer to offer teaching and mentoring opportunities. Yet, when it comes to AI, only 14 per cent of Gen Zs and 21 per cent of millennials have completed some kind of training.
Additionally, the survey picked up considerable scepticism from both groups concerning the actual value of higher education and revealed that it wasn’t a practical pathway for many.
Around 40 per cent of both groups are financially constrained from undergoing further study. Almost half of all millennial respondents, who are more likely to have kids than their Gen Z counterparts, said family and personal responsibilities kept them away.
The bottom line is that for Australian Gen Z and millennials, workplace AI learning isn’t a perk, it’s a critical pathway to progress. Employers who facilitate further learning in this area won’t just benefit from AI proficient employees – they may also see a boost
in employee retention and engagement.
Through our own experience rolling out AI and GenAI training opportunities to all staff, we’ve learnt the importance of tailoring learning opportunities to suit the roles and responsibilities of different groups of employees.
For example, at Deloitte, we have around 400 GenAI “champions” who research and disseminate AI best practice, compliance and innovations among the broader Deloitte community, helping people utilise AI best in their specific role or function.
It’s important to take an innovative approach because beyond basic introductory modules, a one-size-fits all approach to AI education won’t help your people get the most out of the technology.
An interesting example of how GenAI usage can differ is found in the GenZ and millennial survey.
When asked how they most frequently used the technology, both demographic groups said it was most useful for generating content and analysing data. Of course, these are well-established GenAI capabilities.
The difference came when more than one-third of Australian millennials – who are more likely to be in management positions – indicated they are increasingly leaning on the technology to assist them with strategy planning and employee training.
This shows how the use case of AI for the average employee is moving beyond automating lower-value work to encapsulate higher-value, more conceptual tasks. And
as Agentic AI becomes more prevalent, its ability to perform tasks autonomously with minimal intervention will only increase the technology’s application across a range of functions.
Showing and teaching employees across the full sweep of the organisation how they can best use AI technology in the context of their own role should be the central goal of a business-wide AI education strategy.
But in doing so it is also important to emphasise the continuing relevance of soft skills, such as imagination, communication, and relationship building. As technology plays a larger role in the workforce, the continuing importance of these uniquely human capabilities will only magnify, not diminish.
Leaders need to create a culture where AI doesn’t feel like a risk but a tool to embrace wholeheartedly and with confidence.
Building AI literacy isn’t just about productivity or retention; it’s about building employee confidence and trust in the systems shaping the future of work.
Pip Dexter is chief people and purpose officer at Deloitte Australia.
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