By Dr. Tim Sandle
March 28, 2025
DIGITAL JOURNAL
Image: © DJC
Many companies are starting a push that impacts bottom-line significance designed to generate future value from generative AI. For example, many large companies are leading the way and consequently this is why economies are experiencing workplace reductions through layoffs.
As AI reshapes how organizations manage talent, it is also redefining what the workforce is. Such as: what skills are in demand, how work gets done, and who gets access to opportunity?
Seemingly we are entering a world where adaptability, continuous learning, and human-AI collaboration will be just as critical as traditional expertise.
Sara Gutierrez, Chief Science Officer at SHL, who leads many AI initiatives believes that companies using AI across the organization are set up for success. Gutierrez has provided this interpretation to Digital Journal.
With the changing workplace and job functions, Gutierrez finds: “Roles are becoming more fluid, teams more cross-functional, and career paths less linear. The organizations that embrace this shift will be the ones best positioned to attract, retain, and grow top talent.”
How is this transformation of technology and culture manifested? According to Gutierrez: “What’s making this transformation possible is a new generation of AI-powered talent intelligence tools—tools that give leaders real-time visibility into skills, potential, and readiness.”
Drawing on local experience, Gutierrez remarks: “At SHL, we see talent intelligence as a strategic driver of this workforce evolution. It enables companies to move beyond outdated job frameworks and instead think in terms of capabilities, agility, and fit for the future, not just the role.”
AI is helping firs to operate proactively
As to how this has altered in recent years, Gutierrez explains: “This is a dramatic shift from traditional talent management. Where we once operated reactively—filling roles, plugging gaps, and relying on intuition—AI is helping us operate proactively. It gives us the ability to forecast the skills that will matter most, understand who in our workforce is primed to grow into new roles, and personalize development in ways that truly matter. It’s not about automating decisions—it’s about augmenting them with insight we never had before.”
Furthermore, Gutierrez clarifies, insight is essential: “Because the workforce of tomorrow will not look like the workforce of today. Career paths are already starting to resemble skill trees instead of ladders. Internal mobility is no longer a perk—it’s a necessity. And the most inclusive organizations will be those that use AI not to reinforce old patterns, but to challenge them. With bias-mitigated, data-driven assessments at the core—like those used in SHL’s platform—organizations can uncover talent in places they may have previously overlooked, including among neurodiverse candidates or employees without traditional credentials.”
The shift also demands that we rethink how we view potential. Talent intelligence helps us understand not just what people have done, but what they’re capable of.
These companies are using AI to unify fragmented data across skills, performance, engagement, and learning systems to build a full picture of their workforce—what people can do today, and what they can grow into tomorrow.
Image: © DJC
Many companies are starting a push that impacts bottom-line significance designed to generate future value from generative AI. For example, many large companies are leading the way and consequently this is why economies are experiencing workplace reductions through layoffs.
As AI reshapes how organizations manage talent, it is also redefining what the workforce is. Such as: what skills are in demand, how work gets done, and who gets access to opportunity?
Seemingly we are entering a world where adaptability, continuous learning, and human-AI collaboration will be just as critical as traditional expertise.
Sara Gutierrez, Chief Science Officer at SHL, who leads many AI initiatives believes that companies using AI across the organization are set up for success. Gutierrez has provided this interpretation to Digital Journal.
With the changing workplace and job functions, Gutierrez finds: “Roles are becoming more fluid, teams more cross-functional, and career paths less linear. The organizations that embrace this shift will be the ones best positioned to attract, retain, and grow top talent.”
How is this transformation of technology and culture manifested? According to Gutierrez: “What’s making this transformation possible is a new generation of AI-powered talent intelligence tools—tools that give leaders real-time visibility into skills, potential, and readiness.”
Drawing on local experience, Gutierrez remarks: “At SHL, we see talent intelligence as a strategic driver of this workforce evolution. It enables companies to move beyond outdated job frameworks and instead think in terms of capabilities, agility, and fit for the future, not just the role.”
AI is helping firs to operate proactively
As to how this has altered in recent years, Gutierrez explains: “This is a dramatic shift from traditional talent management. Where we once operated reactively—filling roles, plugging gaps, and relying on intuition—AI is helping us operate proactively. It gives us the ability to forecast the skills that will matter most, understand who in our workforce is primed to grow into new roles, and personalize development in ways that truly matter. It’s not about automating decisions—it’s about augmenting them with insight we never had before.”
Furthermore, Gutierrez clarifies, insight is essential: “Because the workforce of tomorrow will not look like the workforce of today. Career paths are already starting to resemble skill trees instead of ladders. Internal mobility is no longer a perk—it’s a necessity. And the most inclusive organizations will be those that use AI not to reinforce old patterns, but to challenge them. With bias-mitigated, data-driven assessments at the core—like those used in SHL’s platform—organizations can uncover talent in places they may have previously overlooked, including among neurodiverse candidates or employees without traditional credentials.”
The shift also demands that we rethink how we view potential. Talent intelligence helps us understand not just what people have done, but what they’re capable of.
These companies are using AI to unify fragmented data across skills, performance, engagement, and learning systems to build a full picture of their workforce—what people can do today, and what they can grow into tomorrow.
Written By Dr. Tim Sandle
Dr. Tim Sandle is Digital Journal's Editor-at-Large for science news. Tim specializes in science, technology, environmental, business, and health journalism. He is additionally a practising microbiologist; and an author. He is also interested in history, politics and current affairs.
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