在人工智能时代构建并维持有意义的职业生涯

Building and Sustaining a MeaningfulCareer in the AI Age – Putting AI to work Table of contents– Employer adoption– Candidate adoption– Differentiated skills – AI upskilling– Key considerations for employers – Global capabilities Executive summary •Regardless of function, role or level,every employeemust be capable of assessing how and where AI addsthe most value to their job,take steps to integratethe right technology into the right processes and buildcomplementary human skills. •The concern thatAI and automation will result in masshuman layoffs remains largely unfounded. •Theworkerswho can meet employers where they are andthensuggest techniques to take AI usage to the nextlevel will be the most marketable and valuableto today’sorganisations. •Approximately one-third of employers inManpowerGroup’s 2025 Employment Outlook Surveysaid that AI cannot replace or augment human skills suchas ethical judgment or personalised customer service.In areas where employers feel AI can make tangiblecontributions now, human skills gaps exist. •Employers who want to actively boost tool usage andproductivity must provide the right AI literacy training.Well-designed training programmes, integrating real-world practice using AI tools can significantly shorten skillacquisition time. •Both employers and employees should proactivelyredesign roles to maximise human-AI collaboration,withAI tackling routine and repeatable tasks and employeesconcentrating on the more nuanced activities at whichhumans excel. Every AI implementation should benefitfrom human oversight and translation. Putting AI to work It’s not an easy time to be an employee in today’s business world. Not only arewe coping with unprecedented levels of geopolitical instability, but the arrival ofgenerative and agentic AI is transforming our jobs in real time. If we wish to begainfully employed for the foreseeable future, we must understand how to leveragethe opportunity of AI to work as an effective partner alongside smart machines. While organisations are trying to do their part in providing us with the right skills andtraining, the individual has an important degree of responsibility as well.Regardlessof function, role or level, every employee must be capable of assessing howand where AI adds the most value to their job, take steps to integrate the righttechnology into the right processes and build complementary human skills likejudgement and discernment, ethical oversight, interpersonal engagement andcreative problem-solving. In this paper, we will share what our latest ManpowerGroup Employment OutlookSurvey and Experis CIO Outlook research tells us about how employers are using AIand what they expect from their employees. We will then provide specific guidancefor how the individual can futureproof their careers in the age of generative andagentic AI and even overdeliver on their leadership’s AI-related goals. AI adoption progress:Individuals and organisations While there has been substantial hype around the use of AI in theworkplace, it’s critical for employees to understand the reality.The workers who can meet employers where they are and thensuggest techniques to take AI usage to the next level will be themost marketable and valuable to today’s organisations. The talent acquisition function has some of the most matureimplementations of AI-based technologies.Our researchindicates that nearly half of UK employers (45%) are currentlyleveraging AI tools in hiring and onboarding talent. When it comesto other countries, South and Central American companiesoutpace the rest of the world in early AI adoption for hiring,training and onboarding.1 UK employer acceptanceof AI use by candidates 79%of UK CIOs and senior tech leaders arestill exploring and scalingcapabilities, offering valuable time for workers to refine their own skills.2 Most employers (80%) think it’s also acceptable for candidates to use AI during the hiring process.Specific examples our employer respondents cited included searching for information generally(62%), learning about a company (35%) and preparing for interviews (33%). Organisations in theenergy and technology sectors are more open to candidates using AI.1 Employers identify skillsthat AI can’t replace1 It’s worth considering an employer’s level oftechnology sophistication when applying, as ourresearch also found that employers which haverejected or not considered AI adoption in hiring areless open to candidates using AI themselves. In the UK, AI adoption challenges within theworkplace and in other organisational operationshave barely changed since 2024, with highinvestment cost still being the top barrier (41%).As enthusiastic as they are about theprospect of AI, employers are realistic about itscurrent capabilities. The Experis 2025 CIO Outlook research illustratedthat tech leaders are aware of AI’s limitations:35% of UK respondents said AI is a game changerthat requires more refinement, while 30% saidthe impact of these