Preparing Public-Sector Workforces for AI and Intelligent Automation

Today, digital transformation is not just a buzzword; it has become a necessity. Public-sector organizations are increasingly turning toward artificial intelligence (AI) and intelligent automation to enhance and streamline their operations. Incorporating AI can make repetitive tasks easier, allowing people to spend more time on complex, creative work. Employers benefit from increased productivity, and employees gain valuable skills and new experiences.

While this shift toward more technologically advanced operations has numerous benefits, it also comes with a few challenges. In collaboration with CDO Magazine, Guidehouse conducted a survey of senior executives across commercial and public sectors to examine how organizations are embracing generative AI (GenAI). According to the resulting report, The State of GenAI Today, a full 76% of respondents said that their organizations were not adequately prepared—and only 8% of government respondents expressed GenAI readiness.¹ 

With the right approach, public-sector leaders can empower their teams to embrace AI and intelligent automation. Preparing public-sector workforces for the non-technical aspects of the AI and automation revolution is critical for success. The key is to ensure that public-sector workers are adequately trained to use these new technologies in a way that supports strategic business goals.

A Multifaceted Approach to Workforce Preparation

To be effective, any strategy for integrating Al and intelligent automation into public-sector workforces will require a broad, multifaceted approach that includes the following key considerations and goals.

Skill Assessment and Talent Needs Identification. Public-sector organizations must first baseline their workforce’s current capabilities, then identify existing skill gaps to effectively prepare for greater use of Al and intelligent automation. Teams can achieve this through a variety of methods, including:

• Skill Assessment. It’s important to evaluate individual employee skills based on the organization's future needs. One way to do this is to ask employees to complete surveys or questionnaires to understand their abilities and comfort level with new technologies. This process helps identify specific skills that need improvement. Creating or updating frameworks that outline the skills required for AI and intelligent automation can guide employee development. These frameworks should define expected skills for different levels and roles within the organization.

• Skill Enhancement Goal-Setting. Setting goals to attain such outcomes as digital literacy, familiarity with AI and intelligent automation tools, training completion, and proficiency demonstration is a key way to create a roadmap for individual success. Regular performance reviews can provide ongoing insights into employee progress, new capabilities, and development needs.

• External Benchmarks. Comparing the organization's employee skills with industry standards can help identify areas that need improvement. This can be particularly useful for understanding where to focus training and development efforts as well as for identifying what skills might be valuable or necessary to include in internal talent placement and external recruiting criteria.

Upskilling Initiatives. The State of GenAI Today reported widespread AI skill gaps that could derail optimal use, noting that “with 69% of survey respondents acknowledging this gap, organizations may struggle to deploy and scale Generative AI solutions effectively.” Upskilling staff to meet rising demands and strategic sourcing will be critical to filling these skill gaps.

Public-sector agencies can adopt a strategic approach encompassing various learning formats and methodologies to address the challenge of upskilling employees. Tailoring learning programs to employees' needs and learning styles can significantly improve upskilling efforts. Organizations can create personalized learning pathways that motivate and engage employees in their development by identifying specific skill gaps and career aspirations. 

Combining traditional learning methods with digital platforms allows for a more flexible, accessible approach to training. This can include online courses, webinars, and virtual workshops, complemented by hands-on practical exercises and group projects. Such a blended approach facilitates the development of technical skills and softer skills such as collaboration and communication. To solidify new skills, employees need opportunities to apply them in real-world scenarios. Simulations, project-based learning, and job-rotation programs allow employees to practice and experiment with their new abilities in a supportive environment, bridging the gap between theory and practice.

Cultural Shifts. Creating a work environment that encourages learning, creativity, and adaptability is essential for government organizations seeking to adjust to changes brought on by AI and intelligent automation. This starts with leaders nurturing a workplace where employees feel supported in learning new things, coming up with new ideas, and being open to taking on different roles as traditional jobs change.

Promoting a mindset of continuous improvement and lifelong learning prepares employees to welcome and embrace change and instills resilience that will serve them in the long term. In this evolving landscape, organizations that champion a culture of openness, curiosity, and agility will thrive, turning the challenges posed by AI and intelligent automation into opportunities for growth and development. Leadership is crucial in driving this cultural shift by setting an example, providing resources and support, and recognizing and rewarding innovation and adaptability.

Change Management. Change may seem overwhelming, but it can also be a chance for growth with the proper support. Effective communication and engagement are crucial for helping employees adapt to integrating AI and intelligent automation into their work. Leaders can inspire confidence in their teams by explaining that AI, like any technology, is an accelerator and supporter rather than a replacement for human-centered service delivery. Leaders should discuss the operational benefits of these technologies and how they will positively impact the workforce. Open dialogue about AI’s and intelligent automation's roles in enhancing human capabilities can alleviate fears and create a more positive attitude toward change. Initiatives such as town hall meetings, workshops, and regular updates encourage an open exchange of ideas and concerns, making employees feel valued. By prioritizing clear, empathetic communication, organizations can build the trust and cooperation essential for navigating AI transitions.

Organizational Structure Redesign. The integration of AI and intelligent automation in the public sector is bringing about significant changes in workforce dynamics, leading to a need for a re-evaluation of traditional organizational structures. This new technological era requires a shift toward more agile, flexible frameworks that can accommodate the rapid pace of change and the complex nature of digital workflows. Adapting to this shift may involve flattening hierarchies to improve communication and decision-making and fostering cross-functional teams to encourage innovation and collaboration.

Mitigating Challenges

While AI and intelligent automation offer numerous benefits, public-sector organizations must be prepared to address workforce resistance, job displacement concerns, misaligned business processes such as missing or outdated data governance structures, and other potential challenges. According to The State of GenAI Today’s findings, 87% of respondents agreed that AI advancements necessitate a heightened focus on data management—yet 72% reported that AI applications aren’t incorporated into their existing data governance and management structures.

To reduce the risks posed by these technological advancements and navigate uncharted waters with integrity and social responsibility, leaders must establish ethically grounded practices and policies and sufficiently address data governance and management gaps.

It's also critical to continuously monitor the effectiveness of upskilling initiatives. This could involve assessing changes in employee performance, gathering feedback on training programs, and adjusting strategies based on outcomes. Developing strategies to support employees through these changes is essential to a successful transition.

Capitalizing on Innovation Opportunities

Integrating AI and intelligent automation into public-sector operations offers incredible opportunities for improvement and innovation. By taking proactive steps to prepare their workforces, public-sector leaders can ensure that their organizations are well-positioned to realize the full potential of these technologies. By fostering a culture of continuous learning and adaptability, organizations can thrive in this new technological landscape.