Businesses are spending more on AI technology, but the investment in the people expected to use it isn't always keeping pace.
Kaplan's ‘From AI to ROI: Who owns the problem?’ report found that 54% of C-suite leaders say their organisation has placed greater emphasis on AI tools and technology than workforce capability development over the past 12 months. Just 20% say the greater emphasis has been on developing employees' skills.
That raises an important question for organisations adopting AI: are businesses investing enough in the skills, knowledge and behaviours people need to use AI effectively?
Technology investment only goes so far
AI tools can be relatively easy to purchase and introduce across a business. Building the human capability to use them effectively is more involved.
Employees need more than access to an AI platform. They need to understand:
- where AI can add value to their role
- how to use it effectively and responsibly
- when human judgement is still needed
- how to apply it to real workplace tasks
Developing those skills requires more than simply giving employees access to new technology, instead, they need opportunities to learn and apply AI within their roles.
Without that investment, there is a risk of creating a gap between what the technology is capable of and what the workforce can actually achieve with it.
AI can also create a false sense of confidence, where employees feel comfortable using the technology but lack the underlying skills and understanding needed to use it effectively, leaving a disconnect between confidence and capability.
AI technology and workforce capability therefore need to be considered together from the outset.
The evidence for training is encouraging
While the level of investment may be uneven, the evidence around training itself is positive.
Of the employees who received AI training in the past 12 months, 81% described it as effective. Among HR and L&D leaders whose organisations had provided AI skills training, 63% reported measurable improvements in workforce capability. And 87% said they had formally evaluated the impact of that training.
This suggests that AI training can deliver meaningful results when it is implemented effectively. The challenge is making sure that training develops the knowledge and skills employees need to use AI effectively in their roles. The bigger question is whether those opportunities are reaching enough people.
Access remains a significant gap
Only 35% of employees say their organisation provided structured AI training to a significant proportion of the workforce.
For many others, development is more limited. Some receive training as part of a small cohort, while others rely on informal learning or have no AI training available.
This can lead to uneven capability across an organisation. For example, a small group may develop confidence and practical skills, while others are left to work things out for themselves.
For organisations looking to make AI part of everyday working practices, capability development needs to extend beyond isolated pockets of the workforce.
What does effective AI development look like?
Formal training and learning through everyday work don't have to be competing approaches. In fact, combining the two can help businesses build AI skills while giving employees opportunities to put their learning into practice.
The findings highlight a difference in how groups view effective skills development. C-suite leaders were most likely to identify structured apprenticeships or qualification programmes as an effective way to build AI capability, with 31% selecting this approach. Employees, meanwhile, rated on-the-job learning most highly, with 50% considering it effective.
Together, these findings suggest the value of combining structured learning with opportunities to apply new skills in the workplace.
This is where apprenticeships can play a role. They bring together structured learning and practical, on-the-job experience, helping employees develop new skills and apply them to their day-to-day roles.
In practice, this means:
- Identifying the AI skills employees need for their current roles and future responsibilities.
- Giving employees opportunities to work through real business challenges using their developing skills.
- Creating space for employees to reflect on what they've learned and where they need further support.
This combination of structured learning and practical application is key to developing AI capability that supports both employees and the wider business.
Training needs to keep pace with adoption
AI capability isn't something organisations can build once and consider finished.
The technology will continue to change, new tools will emerge, and the ways employees use AI will evolve. Training therefore needs to focus on building adaptable capability rather than simply teaching people how to use a particular tool.
It also needs to reflect the different responsibilities employees have. Leaders may need to understand AI strategy, governance, and organisational change, while practitioners may need more technical or operational skills. Wider teams may need practical guidance on using AI effectively within their roles.
A single training intervention is unlikely to meet all of those needs.
Making capability part of the AI investment
The question isn't whether organisations should invest in AI technology or workforce development, but whether those investments are keeping pace with one another.
The overall goal is to develop a workforce with the knowledge, skills and behaviours needed to work effectively in an AI-enabled workplace.
Organisations looking to bring capability into their AI investment should consider:
- identifying the skills different roles need to use AI effectively
- providing meaningful development opportunities, rather than one-off awareness sessions
- giving employees time to apply what they learn
- measuring whether employees are applying and improving their skills
The organisations best placed to benefit from AI will be those that develop the capability to use that technology effectively, because an AI investment is only as valuable as the organisation's ability to use it.
Explore these findings and more in Kaplan’s ‘From AI to ROI: Who owns the problem?’ report.
FAQs
Why is AI training important for businesses?
AI training helps employees understand how to use AI effectively within their roles. Without appropriate capability, organisations may struggle to get the full value from the technology they introduce, particularly as AI becomes more embedded in everyday work.
What is the difference between AI training and AI capability?
AI training is one way of developing skills, while capability is the broader ability to apply those skills effectively in the workplace. Building genuine capability means giving employees opportunities to learn, practise and use AI in ways that support their role and the wider organisation.
Should AI training be formal or on the job?
Both approaches can have a role. Formal programmes can provide structure, recognised learning outcomes and a clear development pathway, while on-the-job learning allows employees to apply skills to real situations. Apprenticeships bring these two approaches together, combining structured learning with practical experience to help employees develop skills that connect directly to workplace needs.
How can businesses make AI training more effective?
Training should be relevant to employees' roles and connected to the organisation's wider AI strategy. Employees also need opportunities to practise what they learn and apply new skills to real work. Organisations should evaluate whether training is improving capability rather than focusing solely on completion rates.
Should every employee receive the same AI training?
Not necessarily. Different roles have different responsibilities and therefore different AI capability requirements. Organisations should identify the skills needed across different parts of the workforce and provide development that reflects employees' roles, levels of responsibility and use of AI.
Methodology
The research was conducted by Censuswide, among three samples of:
- 1000 UK employees within transformation-heavy sectors and functions in companies with 50+ employees where AI deployment is active (excludes Business owners and C-Level Execs) between 10.07.2026 - 21.07.2026
- 600 UK HR and L&D decision makers (HR directors, L&D managers, People and Talent leads) with 50+ employees, whose organisation is using AI between 10.07.2026 – 22.07.2026
- 600 (Aged 25+) C-Suite and Director level; in specific sectors; whose organisations use AI; and at companies of 50+ employees between 10.07.2026 – 22.07.2026
Censuswide is a member of the Market Research Society (MRS) and the British Polling Council (BPC), and a signatory of the Global Data Quality Pledge. We adhere to the MRS Code of Conduct and ESOMAR principles