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As companies try to figure out what role artificial intelligence (AI) will ultimately play in the workplace, one thing is becoming increasingly clear: Using AI to handle tedious tasks isn’t in itself a recipe for success. 

Companies will only benefit if their employees are equipped to use the time that AI saves them in ways that are advantageous. One way to ensure that outcome is through career development.

Though it may seem counterintuitive, AI is poised to be a catalyst for learning and development in every career field. According to LinkedIn’s 2024 Workplace Learning Report, 4 out of 5 people want to learn how to use AI in their profession. On top of that, companies in every field will need employees to learn new skills as AI transforms the way they do business. And as AI automates routine tasks, “the demand for higher-level skills like creativity, critical thinking, and domain expertise grows,” says Hunter Farley, a transformational change leader in Nashville, Tennessee.

To meet that need, savvy companies can use learning and development (L&D) to equip internal candidates to take on those roles or to incentivize top talent to come on board. Companies that have a strong culture of learning have higher retention rates and more internal mobility. In fact, 7 in 10 employees say learning gives them more of a sense of connection to their organizations while 8 in 10 say it gives their work more purpose, the Workplace Learning Report found.

Career development helps employees and employers better leverage their talent in a workforce that is rapidly changing. Here are seven ways to convey that L&D is top of mind in your organization and convince employees that it’s worth their time. 

1. Put the employee first

While career development programs benefit the company, the focus should be on the employee. That means helping talent reach their career goals even if those goals might eventually lead them away from your organization.

“As a manager, guiding your employees’ career development is a critical part of the role you play,” says Rebecca Cenni-Leventhal, CEO of Atrium, a New York–based staffing company. One strategy Rebecca recommends is career pathing, the process of finding ways to align employees’ professional goals to the company’s business needs and helping them develop the skills they need to achieve them. 

To pull this off, you have to ask your employees about their career aspirations and provide a safe space for them to be honest. Maybe they see themselves in a different department or they aspire to a more senior role in the company. Together, you chart a path of skills development that is unique to that employee, whether it’s through cross-functional teams, a temporary assignment in a different department, or some other method. In return, you get an engaged employee who may even be ready to fill a critical job vacancy in the future.

2. Create a way for knowledge to be passed down — and up

Learning doesn’t only take place through formal training and education opportunities. It can also occur when senior and seasoned employees pass information down to those who have less experience. And don’t be fooled, the learning goes both ways. For example, Gen Z may be the cohort that has the most to share about artificial intelligence. 

A formal mentorship program shows that you’re not leaving it up to employees to identify their own mentoring opportunities. Rather, you’re ensuring that they have opportunities to pair up and network formally. Eva Wedman Baluchova, a global employer branding lead for manufacturing company Danfoss, says mentorship should even be woven into the onboarding process so new hires not only gain a sense of belonging but become entrenched in “a culture of collaboration and continuous learning” from day one.

3. Allot time — or money — for formal training

If you provide formal educational opportunities for your employees yet give them no time to take advantage of them, they’ll be forced to cram L&D into their already busy schedules to reap the benefits. Not only could that dissuade someone from taking part, but it could in some cases lead to employee burnout. 

Whether you offer certain days off for classes or workshops or build in an hour a week, make sure there is a formal policy that allows employees to learn on company time. Some employers also show that they are willing to invest in career development by giving employees stipends for learning opportunities that they engage in on their own time. 

4. Let career coaching provide an individualized approach

Every person’s career journey is different. Companies that offer career coaching give employees a guide who can help them identify the skills and learning opportunities that would be most valuable to them. There is no cookie-cutter approach to training, as each person’s path is influenced by their strengths, weaknesses, and interests. Another benefit of having employees work with a career coach is the accountability such a relationship often instills. Coaches typically use metrics to measure progress so employees — and employers — can see how their L&D efforts are working.

AI-powered coaching is yet another advancement that can make a difference. As employees seek resources to build certain skills, an AI-powered coach can provide suggestions and identify learning resources that the employee can take advantage of.

5. Embrace experiential learning

If you want to learn to swim, there comes a time when you have to jump into the pool. The same rule applies when it comes to career development. Here are some of the types of experiential learning opportunities you can offer employees throughout your organization. 

Stretch assignments challenge employees to take on projects that go beyond their current skill level. Job rotation programs let employees work temporarily in different departments or different roles, which allows them to learn new skills and have a better understanding of how various parts of the organization work. Job shadowing pairs an employee with a colleague so they can watch and learn how the colleague does their job. In seeing the colleague perform in real-time — and pitching in when it makes sense — the employee learns how to handle different work situations. Returnships are similar to internships, but they’re geared toward people who are returning to the workforce after, say, leaving to raise children, cover caregiving duties, or some other reason. By offering these programs, companies show that they recognize the value returning employees embody and that they are willing to invest in the career development that such employees may need as they slide back into company life. Cross-training opportunities allow employees to learn how to fill roles in the organization that differ from their own. Not only does the organization benefit from having multiple people who can step into a particular function if they have to, but the employee learns new skills that can help them with their own career progression. 

6. Take a top-down approach

People are smart and they can recognize when you’re just engaging in lip service. If you say learning is important yet the senior employees in your organization don’t take part in L&D programs or show that they value continuous learning, employees will feel like their development efforts are a waste of time.

Senior employees should be visible in all of the initiatives listed above, whether they’re serving as mentors or simply taking a leadership class. Case in point: Software company Gitlab has a CEO Shadow Program in which team members can sit in on all of the CEO’s meetings and see what it’s like to run the company at the highest levels.

7. Build in a system of rewards 

We all like to feel recognized for our efforts. When employees are noticed for taking actions to increase their skills and knowledge, it motivates them to keep going and it incentivizes others in the workplace to do the same. 

A robust internal mobility program or culture shows employees that they could be rewarded for their efforts with a promotion or a cross-lateral move. Recognizing skills development during performance reviews also lets employees know their efforts to improve themselves are valued by the company. When managers are as interested in their team’s skills development as they are in their sales numbers, employees will prioritize L&D accordingly.

Final thoughts: AI could be the catalyst you’ve been waiting for

AI is going to change the way most jobs are done, some marginally and many significantly. Intentional, forward-looking plans for building skills — and developing careers — will benefit employees and employers. 

L&D will have a critical role in preparing employees and their organizations for the AI-driven changes that will inevitably come.

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