How can organisations help their people become more confident and capable in using AI? Clear expectations, practical learning and a culture that encourages people to share their experiences are useful places to start.

In a recent PBC Hogan × SHRM webinar, Alexander Alonso, SHRM’s Chief Knowledge Officer, joined PBC Director Alex Bond to explore workforce skills, organisational culture and AI adoption. The discussion marked the launch of PBC Hogan’s partnership with SHRM, bringing research, learning and professional development opportunities to HR practitioners across Australia and New Zealand.

A central message emerged: employers need to connect AI adoption with how they develop their people, design work and measure performance.

Building confidence through clarity

During the webinar, Alonso cited research indicating that just 30% of Australian workers believed AI’s benefits outweighed its risks, placing Australia last among the 47 countries in the research discussed.

His interpretation was that workers could recognise AI’s value while still wanting greater clarity about its use. Questions about what is permitted, how information should be handled and where accountability sits can make it difficult for people to move forward confidently.

For employers, this creates a practical opportunity. Clear policies and guidance can help employees understand how AI fits into their work and the expectations that apply.

That guidance needs to be supported by learning. People need opportunities to understand the tools available to them, practise using them and recognise when human judgement is required.

Working with the strengths of organisational culture

Alonso described a prominent Australian workplace culture in the research as the “tactical architect”: structured, steady and team-focused, with an emphasis on proven approaches and centralised decision-making.

He explored how these characteristics could support AI adoption. Clear direction can establish consistent expectations, while a team-focused environment can help people learn from one another.

He also acknowledged the potential for stability to become slower change. Leaders therefore need to consider how their organisation’s existing strengths can support experimentation and adaptation.

For Australian and New Zealand employers, the useful question is how their own culture influences learning. Do people feel comfortable admitting what they do not know? Can they question established practices? Are new ideas given space to develop? These questions need to be considered within each organisation’s context.

Bringing AI into the broader development strategy

One of Alonso’s clearest challenges was to stop treating AI skills and upskilling as separate initiatives.

As AI changes tasks and ways of working, it becomes part of the capability people need to perform their roles. Development planning therefore needs to consider where AI is relevant, how it can support performance and what people need to learn to use it effectively.

The starting point is defining what AI capability means for the workforce. Different roles will require different levels of understanding and application. A shared foundation can establish expectations, while role-specific learning can help people apply those expectations to their work.

This gives employers a more purposeful basis for development: identify the capability required, understand current gaps and create opportunities to practice.

Turning individual experimentation into shared learning

The discussion also explored AI use that takes place outside an organisation’s established policies or visibility.

Alonso encouraged employers to consider how individual experimentation could become a source of shared learning. That requires a culture where people can discuss what they are using, explain what has worked and ask for guidance when they are unsure.

He suggested working with IT colleagues to establish an approved environment in which employees can test ideas within clear parameters. Practical experimentation can help people develop skills while giving the organisation greater visibility of useful applications.

Recognition also matters. Sharing examples of effective AI use can help colleagues see what is possible and understand how human expertise contributes to the result.

Leaders can reinforce this by inviting questions, acknowledging their own learning needs and making time for teams to exchange experiences.

Measuring progress beyond participation

Training participation provides only part of the picture. Alonso encouraged organisations to connect workforce skills and AI adoption with the outcomes they are seeking to achieve.

The webinar identified measures including engagement, retention, business performance, AI training participation and the development of new skills.

For leaders, the task is to establish what progress should look like and review it over time. Are people applying what they have learned? Is their capability supporting organisational priorities? Where is further development needed? Clear measures help make learning an ongoing part of workforce planning and performance conversations.

A practical starting point for leaders

The discussion offered several actions employers can take:

• Clarify expectations: make approved uses, responsibilities and boundaries easy to understand.
• Define capability: establish what AI literacy and effective application mean for different roles.
• Connect development: include AI within broader workforce learning and development plans.
• Create opportunities to practise: provide approved tools and environments for experimentation.
• Share learning: recognise useful applications and encourage open discussion.
• Review progress: connect development activity with workforce and business outcomes.

Alonso closed by encouraging a balance between healthy scepticism and openness to possibility. For employers, that means giving people the clarity, support and opportunities they need to explore AI thoughtfully.

PBC Hogan’s partnership with SHRM supports the continuing development of the HR profession across Australia and New Zealand through research, learning and professional recognition opportunities.

Contact PBC to learn more about the partnership and opportunities to build capability within your HR team.