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1、AI in Learning and Talent DevelopmentEmbracing Its Future Potential in the WorkplaceRESEARCHSponsored byAI in Learning and Talent DevelopmentEmbracing Its Future Potential in the WorkplaceRESEARCHSponsored by 2022 by ASTD DBA Association for Talent Development(ATD)All rights reserved.No part of this
2、 publication may be reproduced,distributed,or transmitted in any form or by any means,including photocopying,recording,or other electronic or mechanical methods,without the prior written permission of the publisher,except in the case of brief quotations embodied in critical reviews and certain other
3、 noncommercial uses permitted by copyright law.For permission requests,write to ATD Research,1640 King Street,Alexandria,VA 22314.Ordering Information Research reports published by ATD can be purchased by visiting ATDs website at td.org/research or by calling 800.628.2783 or 703.683.8100.ATD Product
4、 Code:792208e-ISBN:978-1-953946-67-6Publication Date:December 2022ATD Editorial Staff Vice President,ATD:Jennifer Homer Senior Researcher,ATD Research:Caroline Cope Manager,ATD Press:Melissa Jones Cover and Interior Designer:Shirley E.M.Raybuck Production Manager:Dirk Cassard1AI in Learning and Tale
5、nt DevelopmentContents 3 About the Sponsor 5 Introduction 7 SECTION 1:AI Level of Preparation 10 SECTION 2:Using AI 1 3 SECTION 3:Outcomes and Results for AI Usage 1 7 SECTION 4:Barriers to Implementation 21 Action Plan 24 Appendix 25 Acknowledgments 26 About the Authors and ContributorsSurvey Overv
6、iewTarget Survey PopulationThe target population for this research was talent development professionals across different organizations and industries.Participants from 292 unique organizations from 46 countries completed the survey.Survey InstrumentThe survey was composed of 16 questions including t
7、hose related to the demographics of the respondents.ProcedureATD Research distributed a link to an online survey to the target population in August 2022.The survey closed in September 2022.3AI in Learning and Talent DevelopmentAbout the SponsorA Note from UMUArtificial intelligence(AI)is the key to
8、unlocking new possibilities in the learning and development(L&D)industry and fostering effectiveness,efficiency,and experience in corporate learning.AI empowers enterprises and L&D departments throughout the entire training process,from teaching and learning to practicing and assessing.AI also creat
9、es new learning scenarios to drive performance.For example,enterprises have used AI in sales enablement and to enhance the coaching abilities of their managers and have seen significant changes in behavior.The age of AI is already here,and the L&D industry is in a great position to benefit from its
10、use.UMU is proud to support ATD in leading this research on AI in talent development.Thanks to the recent waves of breakthroughs in the field,we believe that enterprises will soon find AI to be an indispensable and powerful tool in training.We are confident that enterprises that embrace AI will be a
11、head of the game in learning results and performance improvement,especially in the VUCA era.The world is changing faster than ever.AI is evolving at an even quicker speed and will bring fundamental changes to the L&D indus-try before anyone realizes it.We are certain that with AI,L&D professionals w
12、ill become a strong force in driving productivity and business results.About UMUUMU is on a mission to develop global learning resources,connect people with knowl-edge,speed up knowledge transfer,and enable everyone to engage,share,and achieve.UMUs AI-enabled learning platform empowers enterprises a
13、nd L&D professionals to drive performance and results.Founded in 2014,UMU has served more than 100 million users across 200 countries and regions,and over thousands of customers.Among UMUs clients are 18 top 20 global pharmaceutical companies,four top 5 global medical device companies,four top 10 gl
14、obal insurance companies,and four top 10 automobile companies,as well as other leading industry brands.4ATD Research ReportTogether with these customers,UMU has made many breakthroughs in the area of AI.Backed by self-owned innovation patents,UMU has been continuously innovating in AI products that
15、empower L&D professionals to generate video courses,create individ-ualized learning experiences,achieve at-scale and individualized practice,and provide immediate and formative feedback during practice,among other learning scenarios.With AI,UMU is transforming learning effectiveness,efficiency,and e
16、xperience for enter-prises.Partnering with UMU helps enterprises design effective courses,deliver result-driven learning programs,gain insights on organizational health,and improve individual and organizational performance.For more information,please visit .5AI in Learning and Talent DevelopmentIntr
17、oduction1.Margie Meacham,AI in Talent Development(Alexandria,VA:ATD Press,2020).2.Fortune Business Insights,“Artificial Intelligence AI Market Growth,Trends|Forecast,2029,”April 2022, to Solve the Data Science Skills Shortage,”Coleman Parkes Research, surveyed learning and talent development profess
18、ionals around the globe to under-stand our industrys use of applications that are artificial intelligence(AI)enabled as part of organizational talent and learning initiatives.For the purposes of this study,AI is defined as“a wide collection of use cases and programming approaches that allow for the
19、creation of machine-based solutions to everyday problems.”1Learning and talent development initiatives rarely use AI as a standalone application.Instead,AI is often embedded in a range of applications to support talent and learning initiatives,including language translation,automated scheduling,and
20、onboarding.For example,when you talk to Siri,use an app for directions,or chat with a customer service bot on a website,you are using AI-driven technology.Fortune Business Insights projects the global artificial intelligence market to grow from$387 billion in 2022 to nearly$1.4 trillion by 2029.2 Co
21、rrespondingly,an SAS survey found that AI and machine learning are top investment priorities over the next one to two years,which is well ahead of data technology stalwarts such as data visualization(25 percent),data analytics(22 percent),and big data(17 percent).3But there is a caution:The SAS data
22、 found that 63 percent of respondents also claimed their largest skills shortages were in AI and machine learning.In AI in Learning and Talent Development,ATD Research examined how prepared learn-ing and talent development(TD)teams were to implement AI,how they used AI,the outcomes they experienced
23、from using AI,the barriers they encountered when trying to implement AI,and what they needed to be better prepared for this technology.ATD Research further analyzed the data according to usage in China,Japan,the United States,and many countries in the rest of the world.To add context to the findings
24、 and make the recommendations more actionable,this report also provides examples and insights from talent development professionals.6ATD Research ReportAbout the ResearchATD Research surveyed 292 talent devel-opment professionals globally.For the purposes of this report,respondents were separated in
25、to four geographic areas:China,Japan,the United States,and the rest of the world(which comprised the 43 other countries represented in the data;see the Appendix).About a quarter of respondents were man-agers in their organizations,while 16 per-cent were directors,and 16 percent were individual contr
26、ibutors.The top five industries represented were finance,insurance,and real estate;healthcare and pharmaceutical;information;management;and manufacturing.Key Findings AI use is low.Of those surveyed who were using AI,a quarter were using it for person-alized learning experiences and to measure learn
27、ing experiences and business impact.Twenty-four percent were using it for language translation,and 23 percent were using AI for their new-hire onboarding.Nearly half of respondents reported not using AI for learning at all.Customer service and sales enablement had the highest AI application use(25 a
28、nd 20 percent,respectively),with compliance training at the bottom.The top outcome when using AI for learning and talent development initiatives was increased time and speed at which learning could be deployed(41 percent).Increased time or speed at which learning could be deployed were among the top
29、 three in China,Japan,and the rest of the world.The top three barriers to using AI were budgetary constraints(62 percent),lack of knowledge on how to implement AI(57 percent),and lack of resources(56 percent).FIGURE 1Country of ResidenceChina 27%Japan 16%United States 10%Rest of the World 47%7AI in
30、Learning and Talent DevelopmentSECTION 1AI Level of Preparation4.JD Dillon,“AI,”Chapter 5 in ATDs 2020 Trends in Learning Technology,edited by Justin Brusino(Alexandria,VA:ATDPress,2020).Although AI is somewhat new within learning and talent development,AI in Learning and Talent Development found th
31、at 41 percent of global learning and development profession-als thought their team was very prepared or somewhat prepared to use AI.However,an equal percentage(41 percent)believed their team was only somewhat or very unprepared to add this technology to their initiatives and programs.“AI is still a
32、new technology,an emerging technologya technology that is obscure to a lot of people in corporate settings,”says Dongshuo Li,UMU founder and CEO.“When work-ing with corporate clients,my impression is that they are in awe of AI and theres this aura around it that makes people feel so cool.”When asked
33、 about their teams level of AI preparation,the answers varied considerably across regions.Fifty percent of the rest of the world reported themselves as very or some-what prepared to implement and use AI applications,with China at 48 percent and the US at 42 percent(Figure 2).FIGURE 2Level of Prepara
34、tion by CountryHow prepared is your team with the necessary knowledge and skills to implement and use AI-enabled applications for your companys learning and talent initiatives?20%0%15%21%28%2%27%29%27%14%8%16%7%35%31%17%18%49%19%17%Very preparedSomewhat preparedNeither prepared nor unpreparedSomewha
35、t unpreparedVery unprepared China Japan United States Rest of the World“Applying AI within workplace learning is likely to be much more challenging right out of the gate,”says JD Dillon,chief learning architect at Axonify.4“Not only is this technology 8ATD Research Reportchanging the way work is don
36、e around us,but it will also fundamentally alter how we do our jobs and enable performance.”Respondents also were asked to identify what their teams would need to be better prepared to use AI in learning initiatives(Figure 3).Top responses included more knowledge on how AI works(65 percent),better u
37、nderstanding of the positive impact AI can produce(61 percent),and more knowledge on how to implement AI into their learning initiatives(60 percent).FIGURE 3How to Be Better Prepared by CountryWhat would your team need to be better prepared to use AI-enabled applications for your talent and learning
38、 initiatives?(Select all that apply.)Need more knowledge on how they work57%59%63%71%Need understanding on positive impact68%54%52%62%Need more knowledge on implementation65%44%45%67%Need more benchmarking data67%48%35%55%Need to partner with internal stakeholders57%50%42%28%Not sure where to start3
39、0%17%31%36%China Japan United States Rest of the World9AI in Learning and Talent Development“We are still in the realm of narrow AI,in a wait-and-see approach,”explains a survey respondent from Japan.“Im still observing.”JD Dillon notes that while L&D professionals shouldnt try to become experts in
40、AI,they do“need to be able to have informed conversations and make educated decisions regard-ing how their practices should evolve through AI.”5AI is slowly making its way into the learning world,but a lack of knowledge and skills about the technology is hindering its implementation.However,as one r
41、espondent in China noted,“AI is the trend of future learning,and we should actively face it and embrace it.”AI:A World of L&D PossibilitiesMegan Torrance is CEO of Torrance Learning,an organization that helps clients connect learning strategy to design,development,data,and ultimately performance.She
42、 is a leading advocate and expert in the use of xAPI(the Experience API).Torrance was interviewed for this report at ATD22.Within learning and development,AI is an emerging field that can do far more than recommend content.And it is on an upward trajectory with enormous possibilities.A newer use of
43、AI is adaptive learning,which is the ability to respond to individual learning needs based on actual job performance.AI also can help organize pieces of learning content(such as videos,blogs,PowerPoints,and PDFs)by combing through large quantities of learning assets,combining them by content,orderin
44、g them by complexity,and tagging them to company-specific competencies.The scale of an effort like this would be practically impossible without AI.Soon,we will be able to use AI to review multiple sources of learning content and automatically summarize them into shorter learning segments or even ful
45、ler courses.Learning and talent development professionals are likely not yet using todays AI capabilities to their fullest.But,the learning applications they are already using may be leveraging AI behind the scenes without their knowledge.Learning and talent development professionals can get started
46、 by exploring how their organizations are already using AI and then looking at possible use cases and AI applications to support the learning function.This is definitely an area to keep in mind as you develop your mid-and long-term organizational learning strategy.5.Dillon,“AI.”10ATD Research Report
47、SECTION 2Using AIATD Research asked participants about their plans for current and future use of AI-enabled applications for L&D initiatives(Table 1).Of survey respondents who were currently using AI,25 percent were using it for personalized learning experiences and to measure learning experiences a
48、nd business impact.Another 24 percent were using it for automatic language translation,and 23 percent were using AI for new-hire onboarding.According to respondents,they were most likely to use AI-enabled applications within the next 24 months in measures of learning and business impact(46 percent),
49、analytics(45 per-cent),personalized learning experiences(45 percent),and real-time training support for talent and learning initiatives(45 percent).TABLE 1Use of AI-Enabled Applications for Talent and LearningReview this list of possible uses of AI-enabled applications for talent and learning initia
50、tives and note whether your company is currently using,plans to use within the next 24 months,or has no plans to use.Currently UsingPlanning to Use Within 24 MonthsNot Planning to UseAI-embedded VR learning experiences16%41%43%Analytics14%45%41%Automatic language translation24%34%42%Chatbots15%38%47
51、%Curation or development of content21%43%36%Measures of learning and business impact25%46%29%New-hire onboarding(or for those eligible for promotions)23%36%41%Personalized learning experiences25%45%30%Real-time training support20%45%35%Note:The highest and lowest values in each column have been high
52、lighted.When asked which departments were currently using AI within their organizations,respondents said the highest use was found in customer service(25 percent)and sales enablement(20 percent;Table 2).Compliance training(13 percent)was least likely to use AI.Respondents noted that they were most l
53、ikely to use AI-enabled applications in the future for product training(42 percent),employee onboarding(41 percent),leadership development(41 percent),and technical training(41 percent).11AI in Learning and Talent DevelopmentTABLE 2Use of AI-Enabled ApplicationsIn what areas does your company use AI
54、-enabled applications?Currently UsingPlanning to Use Within 24 MonthsNot Planning to UseCompliance training13%35%52%Customer service25%33%42%Employee onboarding16%41%43%Leadership development18%41%41%Product training17%42%41%Recruiting17%36%47%Sales enablement20%35%45%Technical training19%41%40%Note
55、:The highest and lowest values in each column have been highlighted.AI-Enabled Talent Development ApplicationsJD Dillon highlights a few examples of what is possible today with AI in learning.6PersonalizationAI can use data to proactively identify the knowledge and skills gaps of individual employee
56、s and provide the right support to the right people at the right time at the speed and scale of a global business.This doesnt just mean putting online courses in front of employees;it can include the full range of potential support tactics,including videos,coaching,performance support(like simple jo
57、b aids),or contact information for subject matter experts.Impact AnalysisToday,marketers use an incredible amount of data to determine how digital advertising activities influence consumer buying decisions.Talent development can apply similar tactics to improve measurement practices and,through the
58、application of specialized machine learning,determine how L&D solutions are(or are not)affecting targeted business goals.These insights can then be used to proactively adjust TD strategies.6.JD Dillon,“The Path to AI,”TD,January 2020,td.org/magazines/td-magazine/the-path-to-ai.12ATD Research ReportS
59、mart CoachesManagers arent always watching employees do their work.Therefore,many coaching conversations are generic or misinformed.AI can support more accurate,robust coaching to promote content related to engagement,personality,and strengths.It also can fill in the gaps when a real-world manager i
60、s not available and provide timely,targeted feedback directly to employees.For example,a busy manager may receive a timely text message on her way into a meeting that reminds her to acknowledge team members key contributions or ask questions about specific deliverables on a project they are about to
61、 discuss.Smart AssistantsAI-powered smart assistants work proactively alongside employees to provide guidance and coaching whenever needed but without being specifically asked.Think of this as performance support but on an entirely new level.Autocomplete within your email client is a simple example;
62、another is conversational prompts built into call center software.TranslationEmployees are often limited to a select set of options that may not include their preferred language.Unfortunately,translating content is a time-consuming and expensive process.AI can translate content in real time into any
63、 available language with rapidly increasing accuracy,without the need for extra work by L&D.For instance,smartphones enabled with machine translation and speech recognition help people bridge language gaps.AuthoringA considerable amount of time,money,and capacity are spent building training content.
64、In many cases,TD professionals are acting as liaisons between SMEs and employees.Today,machines can write content faster and at a quality level that is similar to human authors.In fact,you are likely reading AI-written online articles all the timebut you just dont know it.Authoring capabilities will
65、 help TD professionals shift their content mindset from creation to curation.13AI in Learning and Talent DevelopmentSECTION 3Outcomes and Results for AI Usage7.Gartner,“Gartner Top 3 Priorities for HR Leaders in 2021,”Gartner Human Resources Insights,October 23,2020, Value With the Keys to a Faster
66、Close,”Sage Intacct E-Book, top outcome when using AI for learning and talent development initiatives was increased time and speed at which learning could be deployed(41 percent;Figure 4).Survey respondents also noted increased employee engagement(40 percent)and reduced cost of developing learning a
67、ssets(37 percent).Twenty-one percent of respondents reported not using AI.Gartners TalentNeuron report data shows the total number of skills required for a single job has been increasing by 10 percent year-over-year since 2017.7 Jobs have become more time-consuming,and AI can help increase the speed
68、 and accuracy of many of those tasks.In the latest Sage Intacct 2022 Close the Books Survey of CFOs,time savings was cited as the top benefit of AI,with 71 percent of CFOs envisioning significant productivity gains(up to 40percent).8“The current role of AI is mainly reflected in improving efficiency
69、 and enhancing interac-tive experience,”one Chinese respondent noted.“With the development of equipment and algorithms,it is believed that there will be more convincing value.”A Nigerian respondent agreed,writing,“AI makes life easy because the amount of time committed to cumbersome and traditional
70、ways of recruiting and retaining talent is drasti-cally reduced.”14ATD Research ReportFIGURE 4Most Important Outcomes for Talent and LearningFor your company,select the five most important outcomes to using AI-enabled applications for talent and learning initiatives.Increased time or speed at which
71、learning can be deployed41%Increased employee engagement with learning40%Reduced cost of developing learning assets37%Improved organizational performance37%Greater ability to allow employees to personalize learning35%Increased speed in developing content34%Better prepared employees to meet future ne
72、eds33%Increased performance and skill levels33%Improved individual performance30%Reduced cost of curating learning assets26%Reduced time on administrative tasks26%Higher frequency with which learners access learning assets24%Higher completion rates22%Increased new-hire time-to-performance18%Improved
73、 hiring and promotion accuracy14%Better able to prevent unwanted turnover12%Other1%We do not use AI applications21%15AI in Learning and Talent DevelopmentWhen looking at the geographical breakdown of the data,China,Japan,and the rest of the world all ranked increased time or speed at which learning
74、could be deployed in their top three most important outcomes for using AI-enabled applications(Table 3).A top choice in China and the US was increased engagement(48 and 45 percent,respectively),while improved individual performance was the top outcome in Japan(57 percent).Survey respondents from Chi
75、na,Nigeria,and Uzbekistan described AI as“a game-changing instrument,as the future of learning,and as one of the must-have technologies for future business growth.”TABLE 3Outcomes by CountryChinaJapanUnited StatesRest of the worldBetter able to prevent unwanted turnover6%9%14%15%Better prepared empl
76、oyees to meet future needs27%13%38%43%Greater ability to allow employees to personalize learning44%33%34%30%Higher completion rates24%13%10%26%Higher frequency with which learners access learning assets25%20%14%26%Improved hiring and promotion accuracy13%7%7%19%Improved individual performance8%57%34
77、%33%Improved organizational performance24%50%45%38%Increased employee engagement with learning48%20%45%42%Increased performance and skill levels23%41%31%36%Increased speed in developing content33%33%17%38%Increased time or speed at which learning can be deployed39%41%28%46%Increased new-hire time-to
78、-performance18%13%21%19%Reduced cost of curating learning assets22%9%21%36%Reduced cost of developing learning assets38%20%17%47%Reduced time on administrative tasks34%15%21%25%Other3%2%3%0%We do not use AI applications19%24%28%20%Note:The highest and lowest values in each column have been highlight
79、ed.16ATD Research Report“AI would offer much more customized learning and reinforcements to measure learner engagement,effectiveness,and experience,”said one US survey respondent.Another US respondent added that AI“will limit the redundancy of information that employees know and allow us to drill do
80、wn and help them learn what they dont know.”Using AI to Empower Career Development OpportunitiesNovartis is using artificial intelligence technology to democratize talent development through its Talent Match and Match Learn solutions.9Talent Match provides employees with personalized recommendations
81、 for internal career development opportunities,including job openings,special projects,and mentor pairings,on top of providing the full overview of offerings across Novartis.The platform enables transparency around hiring and promotions and breaks down silos.Match Learn provides associates with lear
82、ning recommendations based on their career goals.It also encourages workers to explore growth opportunities and career trajectories outside their current areas of work.The program emphasizes bite-size learning opportunities that employees can participate in over the course of their normal work,which
83、 should encourage more frequent use.It promotes knowledge sharing and the transferability of expertise to different functional areas,which should propel the organization forward.“We are still on the journey to fully benefit from and get the maximum impact out of AI,”says Novartis Global Talent Leade
84、r Sara Steiner.“The technology itself isnt solving anything.Its the way we use,apply,and embed it that is making the difference.After starting off with pilots,we are now focusing on large scale deployment.”Match Learn Product Manager Philip Tillmann Moore adds that“even the concept of people driving
85、 their own learning in their own careers,with the support of AI,is actually a skill and behavior that people have to learn.”Although AI was not new to Novartis,it was new to the HR and L&D departments.Like any new piece of technology,there were lessons learned during implementation.“AI is only as go
86、od as the data that you feed it,right?Especially when it comes to our Novartis data,”continues Moore.“So,skill tagging is a big thing.And AI is not the end all be all.So as much as I think colleagues find value in getting a suite of daily learning recommendations on their learning goals,it doesnt re
87、place the need for L&D profession-als to actually build learning experiences and create very specifically targeted things for certain audiences.”9.Stephanie Castellano,“Ready for Growth,”TD,June 15,2022;Interview with Novartis,2022.17AI in Learning and Talent DevelopmentSECTION 4Barriers to Implemen
88、tationThe top three barriers to using AI were budget,lack of knowledge,and lack of resources.More than six in 10 respondents(62 percent)cited budgetary constraints as a major barrier to effectively implementing AI applications in their organization(Figure 5).Lack of knowl-edge on implementation was
89、a barrier for 57 percent of respondents,and 56 percent men-tioned lack of resources.Finally,51 percent found the absence of a strategic plan or approach for implementing AI to be a major barrier.FIGURE 5Barriers to ImplementationWhich of these potential barriers to effectively implementing AI-enable
90、d applications do you experience in your organization?(Select all that apply.)Budgetary constraints62%Lack of knowledge on implementation57%Lack of resources56%Absence of a strategic plan51%Lack of buy-in from leaders37%Concerns with data privacy31%Too difficult to measure benefits26%Not aligned wit
91、h our strategy17%Concerns about job loss12%“AI is a necessary technology,”explained a survey respondent from China,“but the initial cost and labor are too much,and it is not easy to promote.”Cost often plays a factor in whether companies decide to adopt new software or technology.Listed among the mo
92、st important outcomes of AI by survey respondents were reduced cost to develop learning assets,increased speed at which learning could be deployed,and improved organizational performance,all of which could make return on investment substantial(Figure 4).In addition,AI could help cut operational cost
93、s,automate and 18ATD Research Reportsimplify business processes,and improve communications.Proving those cost savings could help justify including the costs of AI implementation in the L&D budget.“AI will greatly reduce the time-consuming basic training work,”said a survey respondent from China,addi
94、ng that this also helps to“reduce the manpower and material resources invested in the learning project process,standardize and improve the entire learning pro-cess,and focus more energy on organizational efficiency.”Lack of skills and knowledge in AI was a critical concern among decision makers.How-
95、ever,as JD Dillon notes,“AI is the fastest-growing technology in the history of the work-place.L&D cannot afford to take five or 10 years to figure this one out.”10 According to a Coleman Parkes Research study,only 36 percent of US business leaders thought their organization had sufficient skills to
96、 work with AI and facilitate machine learning,and 63 percent said their employees AI abilities were insufficient.11The increased use of AI is also exposing a skills gap in data and analytics among those in the talent development industry.“L&D isnt good with data,”Dillon continues.“Its an industry-wi
97、de,readily acknowledged fact.”This gap also was reflected in an ATD 2021 Talent Development Capability Model pulse survey.L&D professionals who took the assessment ranked themselves the lowest in data and analytics proficiency(33 percent).The knowledge and skills required as part of the digital work
98、place include insights to identify patterns,make predictions,nudge behaviors,and fine-tune performance.“As digital literacy levels increase,adoption rates rise,and data sets within organizations increase,AI applica-tions will continue to fundamentally transform how different corporate learning scena
99、rios are approached by learning professionals and experienced by employees,”says Dongshuo.Future readiness is another capability in the Talent Development Capability Model.As learning and talent development professionals stay abreast of workplace changes,it is crit-ical that they monitor emerging tr
100、ends and technologies to improve productivity,reduce costs,engage the workforce,and encourage innovation.“As a field,we dont want to miss or lag behind,”says Tony Bingham,president and CEO of ATD.“Future readiness includes understanding emerging technologies and broader busi-ness trends that can hav
101、e an impact on talent development,and clearly AI is one of them.”10.Dillon,“AI.”11.SAS,“How to Solve the Data Science Skills Shortage.”19AI in Learning and Talent DevelopmentMIT professor Catherine DIgnazio and research scientist Rahul Bhargava describe data literacy as the ability to:12 Read data(u
102、nderstand what data is and what aspects of the world it represents).Work with data(create,acquire,clean,and manage it).Analyze data(filter,sort,aggregate,compare,and perform other analytic operations on it).Interpret the data(use it to communicate a message or story to a particular audience).“The fi
103、eld will start to be responsible for roles that require more complex thinking and more problem solving,”Bingham adds.“TD professionals need to be preparing our orga-nizations for this;its not just about understanding AI and its capabilities within talent development,but also its impact on organizati
104、ons and what we need to be doing to pre-pare our organizations.”The pace of change and the rise of analytics in the workplace has forced TD professionals to take a broader look at what analytics they should be measuring,the meaning behind the analytics they capture,how to align the findings to strat
105、egic business goals,and how to communicate data findings to executives.When examining breakdown by country,China listed its top barrier as budget,while Japan and the rest of the world said the biggest hurdle was lack of knowledge and skills on the talent team.Dont Be Intimidated by AIOften called th
106、e“Brain Lady,”Margie Meacham is CEO of ,which specializes in practical applications of neuroscience to enhance learning and performance.She is an expert in designing and implementing AI applications for learning.The following is an excerpt from her book AI in Talent Development(ATD Press,2020).The t
107、erm,artificial intelligence,can be intimidating to some.We tend to picture high-end,sci-fi solutions,some with malicious intent.But right now,for most of us,AI is really about the intelligent automation of key learning tasks and applications.Looking five-years out,AI will incrementally have more of
108、simple,practical,and intelligent automated systems that make the jobs of learning professionals easier so they can focus on higher end cognitive skills.12.Catherine DIgnazio and Rahul Bhargava,“Approaches to Building Big Data Literacy,”in Bloomberg Data for Good Exchange Conference,September 28,2015
109、.20ATD Research ReportThere are already many applications of AI in use.More advanced chatbots offer intelligent and realistic conversations around a host of learning experiences,including corporate compliance,onboarding,sales effectiveness,and performance coaching.These bots can recognize each indiv
110、idual learner and continue the conversation wherever they last left off.Theyre always available,whenever the learner needs help,information,or practice.Im seeing an increased use of these bots to enhance learner engagement,and I expect to see even more soon.AI can make many of our existing tasks in
111、L&D more efficient,giving us humans more time for deeper,more strategic thinking.For example,AI can create assets such as presentations,leaders guides and participant guides,even web pages.AI also can capture,analyze,and present data on individual learning performance.This information can be used to
112、 recommend courses tailored to the specific needs of the learner,all with little or no human intervention.For those who work in Human Resources,you may already be working one or more AI-enabled systems to recruit and evaluate candidates,perform background checks,and complete other tasks.Will a robot
113、 take away my job?It is a classic question that is being asked in every industry.But for the foreseeable future,we will always need humans who understand the science of learning.Well need specialists to conduct needs analyses,identify clear learning objec-tives,and envision where and how technologie
114、s,including AI,can be applied.So,I dont think learning professionals will lose our jobs unless we fail to keep learning and develop-ing ourselves.21AI in Learning and Talent DevelopmentAction Plan13.Margie Meacham,“How Can I Incorporate AI Into My Learning Programs?”ATD Blog,January 8,2021,td.org/in
115、sights/ask-a-trainer-how-can-i-incorporate-ai-into-my-learning-programs.As the data in this report shows,there is a hesitancy among learning and talent develop-ment professionals around the globe to adopt AI into their learning initiatives.ATD offers some recommendations for how TD professionals can
116、 begin embracing AI.Upskill on AI,Digital Literacy,and Data AnalysisThe digital skills gap is widening.Global research from Salesforce examining skills readiness found that only 17 percent of workers considered themselves advanced in 14 workplace digital skills,while almost half considered themselve
117、s beginners.“People are still struggling with basic internet tools and digital literacy,”Dongshuo explains.“Theres a problem with digital literacy,people not knowing how to use AI or what it is.Theyve never used AI in the past and theyre afraid that they will push some boundaries that they shouldnt
118、push.”To become more familiar with AI,Meacham suggests grounding“yourself in a basic understanding of AI.You dont have to become a data scientist or a programmer,but you do need to understand what AI is and what it isnt.”13 TD professionals should look at AI as they would any other tool that they wo
119、uld use to design any learning solution.She con-tinues,“I would be very careful about just running out and buying a big,shiny,expensive AI-driven solution until you know what problem you are trying to solve.”“People get scared to start tackling AI because you never reach a point where you have it fu
120、lly figured out until you get into it and roll up your sleeves,”says Sara Steiner,global talent leader at Novartis.“Dont aim for it to be a perfect solution ahead of engaging in it.The perfect solution does not exist yet,but trying out,learning,and iterating gets you a step closer to the ideal state
121、.”Think of AI as a Learning StrategyApproach AI like any other tool you would use to create learning initiatives.Start with the end goal and then think about what software you will need to meet that goal effectively and efficiently.That will help you align with your organizations goals and identify
122、the metrics needed to reach them.22ATD Research ReportDillon suggests establishing an AI vision for talent development.“Once you understand how AI is transforming the workplace,shape an AI story that integrates TD with the future of work.How must learning and support opportunities evolve to meet wor
123、kers changing needs,and how can you use AI to power these resources in new and innovative ways?You may not identify every potential AI use case early on,but you can establish an overall vision for how AI will influence the role TD will play in enabling human perfor-mance and business impact moving f
124、orward.”14Partner With AI ExpertsChances are AI is already being used in your organization.Because data privacy is a com-plicated part of this technology,partnering with experts inside and outside your organiza-tion is critical for transparency and trust.According to ATD Researchs survey,more than 8
125、0 percent of talent development professionals who use AI have partnered with HR and IT.AI users also partnered with operations(52 percent),legal and compliance(42 percent),and research and development(41 percent).“Its kind of a classic decision with all technology:Do we build it or do we buy it?If y
126、oure going to buy it,you still need a staff that understands what its supposed to do and how they can make changes to it and update it and continue to enhance it because out of the box its not going to be perfect,”Meacham explains.Many HR departments are using AI to review job applications and candi
127、date resumes,keep the engagement conversation going,identify employees who are disengaged or at risk of leaving,suggest job openings or career paths for current employees,and help in the performance management process.Chances are your HR department knows the data and analytics that they are using wi
128、th AI,the technology that supports it,and the different ways AI can increase productivity.Dillon adds,“Dont wait for someone to come up to you to explain how the whole thing works.Start the conversation with your team and with others in your organization.Find people in your organization who are alre
129、ady working with AI.Explore online resources and connect with subject matter experts.Improve your knowledge and awareness so that you can start building the foundation of your AI strategy.”14.Dillon,“The Path to AI.”23AI in Learning and Talent Development“In almost every case,weve seen that new tech
130、nologies have made workers lives better overall:They have made them more efficient,more effective,and taken away some of the tasks that they did not enjoy doing,”Bingham says.“I expect that AI is going to do the same.When thinking about starting a journey with AI,our advice is to start small.Partner
131、 with another function in your organization thats open to working together to apply this new technology.As you slowly move forward and begin to show some success,communi-cate that success and youll begin to gain traction.”24ATD Research ReportAppendixCountries that make up the“rest of the world”cate
132、gory:Australia Azerbaijan Belgium Brazil Canada Chile Colombia Costa Rica Egypt France Germany Ghana Hungary India Indonesia Israel Italy Jordan Kenya Malaysia Mexico Namibia New Zealand Nigeria Oman Pakistan Philippines Poland Portugal Republic of Benin Samoa Saudi Arabia Singapore South Africa Sou
133、th Korea Thailand The Netherlands Turkey United Arab Emirates United Kingdom Uzbekistan Vietnam Zambia25AI in Learning and Talent DevelopmentAcknowledgmentsATD gratefully acknowledges the contributions of time and professional insights from the following subject matter experts:JD Dillon,Chief Learni
134、ng Architect,Axonify Dongshuo Li,Founder and CEO,UMU Margie Meacham,CEO, Philip Tillmann Moore,Match Learn Product Manager,Novartis Sara Steiner,Global Talent Leader,Novartis Megan Torrance,CEO,Torrance Learning26ATD Research ReportAbout the Authors and ContributorsThe Association for Talent Develop
135、ment(ATD)champions the importance of learning and training by setting standards for the talent development profes-sion.ATD is the largest,most trusted organization for the professional development of practitioners in training and talent development,serving a worldwide community with members in more
136、than 100 countries.Since ATD was founded in 1943,the talent develop-ment field has expanded significantly to meet the needs of global businesses and emerging industries.ATDs mission is to empower professionals to develop talent in the workplace.Learn more at td.org.The resources we provide to help t
137、alent development professionals increase their impact and effectiveness include our research.ATDs researchers track trends,inform decisions,and connect research to practice and performance.By providing comprehensive data and insightful analyses,ATDs research products,which include research reports,b
138、riefs,info-graphics,and webinars,help business leaders and talent development professionals under-stand and more effectively respond to todays fast-paced industry.Caroline Cope is a senior researcher for ATD and served as an author of this report.Paula Ketter is senior manager of content strategy an
139、d commu-nications for ATD and served as an author for this report.Jihye(Jenny)Lee is a global program specialist for ATD and served as a project manager for this report.Richard Wellins is an HR and research associate and a former senior VP at DDI.He served as an advisor for this report.Melissa Jones is the manager of ATD Press and served as an editor for this report.She edits and manages the production process for ATD research reports and books.Shirley E.M.Raybuck is a senior graphic designer for ATD and served as the designer for this report.