KIROI Step 8: How to develop your employees into the AI experts of the future

Sustainably promoting AI expertise in the company

The introduction of artificial intelligence into the world of work is a profound change that poses new challenges for employees. Companies in the manufacturing, service and healthcare sectors in particular are feeling the need to equip their teams not only with technology, but also with the right skills. Managers often report that their teams are primarily looking for support with the implementation and integration of AI projects. Here it is important not only to impart technical knowledge, but also to support employees holistically and provide impetus for practical applications.

Practical support instead of pure knowledge transfer

The development of AI skills should be designed as a process that addresses the individual needs of employees. In the manufacturing industry, for example, this can be achieved by integrating learning incentives directly into everyday working life: Employees can try out typical AI applications through simulation-based exercises in virtual environments, for example, and thus optimise their learning curve. For the service industry, regularly updated workshops that are based on current practical cases and thus reflect real challenges are useful. In the healthcare sector, a combination of theoretical training and practical examples is key to empowering employees in dealing with AI-supported diagnostics and patient management.

Examples of successful skills development

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In the area of industrial production, a targeted coaching programme enabled a team to independently implement AI-supported quality controls. The practical approach and support during the first real applications led to a significant increase in employee acceptance and expertise.

KIROI BEST PRACTICE at ABC (name changed due to NDA contract) In the service sector, a series of interdisciplinary workshops were initiated in which employees from IT, sales and support jointly trialled AI tools. The result was not only better utilisation of the tools, but also improved communication between the departments.

KIROI BEST PRACTICE at DEF (name changed due to NDA contract) In the healthcare sector, employees were supported by a modular learning programme that addresses their individual learning progress. Through accompanied practical projects, for example in documenting and analysing patient data, the teams felt more confident in dealing with AI technologies.

Targeted promotion of cultural change

In addition to professional development, shaping the corporate culture is a key lever. Many managers report that it is necessary to promote an open attitude towards AI - instead of reinforcing fears and reservations. This is particularly relevant in sectors with high pressure to change, such as retail or logistics, where AI is establishing new working methods and decision-making principles. Promoting exchange formats, such as regular meetings or an AI-based chat channel, helps employees to clarify questions and share experiences. Such formats not only bring advantages for dealing with AI tools, but also strengthen the sense of togetherness within the team.

Long-term perspective and continuous learning

The constant development of technologies and algorithms makes it necessary to recognise learning as an ongoing task. In the automotive industry, for example, project teams report how important it is to regularly update training courses and supplement them with practical exercises in order to keep pace with change. A systematic approach that enables learning in everyday working life and integrates different learning formats - from digital game scenarios to personal coaching sessions - is proving to be particularly effective.

My analysis

The development of AI skills among employees is a complex process that goes far beyond the mere transfer of knowledge. Companies that actively support their teams and provide practical support create better conditions for the sustainable integration of AI. It is crucial to strengthen the human factor, shape cultural changes and enable continuous learning processes. This creates an innovative force that utilises the potential of AI responsibly and effectively.

Further links from the text above:

[1] AI for managers: AI demands new leadership skills

[2] Artificial intelligence in business practice (Fraunhofer IAO)

[3] How employees become AI professionals | EU AI Act