CHRO urged to redesign learning as AI hollows out on-the-job training

The article builds on an ongoing series about human capital management in the AI era. Earlier installments covered using AI to visualize skill gaps (part 2) and redefining hiring criteria (part 4). This piece tackles the remaining question: how to develop internal talent. It argues that while AI can improve traditional training methods—like offering personalized tutoring in off-the-job training and supporting on-the-job guidance—it also undermines the implicit learning that used to happen naturally through work and human interaction.

The author identifies two specific risks: juniors lose entry points like meeting minutes or drafting that taught them foundational skills, and interactions with supervisors that provided meaning, trust, and reflection become rare. The proposed solution is not to preserve old tasks but to redesign experiences around judgment. CHROs should define what skills humans need in the age of AI, such as critical thinking and decision-making, and then design experiences that build those skills with business value. Learning support should be systematized, with supervisors asking questions to deepen thinking rather than giving answers.

The article concludes that competitive advantage will come not from AI performance but from organizations designed so people keep learning and growing. It positions the consulting firm as supporting this with integrated AI and human capital management.