As artificial intelligence reshapes industries, one truth is becoming clear: technology moves faster than people. According to Kyndryl’s new People Readiness Report, 95% of organizations have adopted AI, yet more than seven in ten leaders believe their workforces aren’t ready to fully leverage it. This tension between adoption and enablement is where the future of work will be decided.
To explore the findings, Techtalent.ca spoke with Farhaz Thobani, President of Kyndryl Canada, about the paradox of AI adoption without readiness, the characteristics of “AI Pacesetters,” and what leaders must do to prepare their people for an AI-driven future. Thobani shared why workforce readiness must be treated as a strategic priority, and how organizations can close the gap through culture, change management, and continuous learning.
What stood out for you the most in Kyndryl’s People Readiness Report?
FT: The report reveals a striking paradox: while 95% of organizations have adopted AI, 71% of business leaders say their workforces are not ready to fully leverage it. This disconnect highlights a critical gap – not in technology adoption, but in human enablement.
Why are so many organizations struggling with workforce readiness despite widespread AI adoption?
FT: While AI adoption is accelerating, workforce readiness is lagging due to several interconnected challenges:
- Leadership misalignment – CEOs often prioritize hiring new talent, while tech leaders advocate for upskilling existing teams. This disconnect leads to fragmented strategies and diluted impact.
- Insufficient change management – Many organizations lack the frameworks to support employees through AI transitions. Without clear communication, training, and support, employees struggle to adapt.
- Employee resistance – Nearly half of CEOs report skepticism or hostility toward AI, driven by fears of job loss or being replaced. Without trust-building and transparency, this resistance becomes a major barrier.
- Skills gaps – Leaders say their organizations lack the talent to manage AI and these organizations often don’t have the systems in place to assess current capabilities or plan for future needs. This leaves them unsure where to invest in training or recruitment.
Who are the AI Pacesetters, and what sets them apart?
FT: AI Pacesetters represent just 14% of surveyed organizations, yet they’re leading the way in workforce readiness and AI integration. What sets AI Pacesetters apart is their holistic, people-centric approach to AI adoption. They don’t just deploy technology — they align workforce, technology, and business strategies to embed AI throughout their organization. Their success stems from a proactive, people-first approach:
- They deploy robust change management frameworks to guide employees through transformation.
- They foster a culture of trust and transparency, addressing fears and building confidence around AI.
- They invest in continuous learning and upskilling, treating AI as a long-term capability, not a short-term fix.
As a result, AI Pacesetters are far more likely to have a workforce that’s ready and enthusiastic about AI, positioning them to lead in an AI-driven future.
How does Kyndryl approach workforce readiness as it implements AI?
FT: Kyndryl takes a deliberate and responsible approach to workforce readiness for AI, recognizing that technology transformation must be matched by people transformation.
Key elements of Kyndryl’s strategy include:
- Proactively anticipating changes and reskilling employees through its AIR framework (Anticipate changes, Integrate new skills, Reskill proactively & Redeploy employees as AI reshapes work).
- Maintaining a real-time skills inventory to match employee capabilities with evolving customer needs.
- Using AI-powered platforms to automate routine tasks and redeploy talent to higher-value work.
- Investing in continuous learning, robust change management, and responsible AI governance to build trust and keep employees engaged and prepared.
How can organizations measure and track workforce readiness for AI?
FT: Measuring workforce readiness requires more than tracking training hours or certifications. Leading organizations use things like real-time skills inventories and employee sentiment analysis, in addition to monitoring engagement levels, uptake of AI tools, and feedback loops to ensure employees are not just trained, but confident and empowered. This data-driven approach allows leaders to make informed decisions about where to invest in upskilling, change management, and support.
What should HR and tech leaders take away from this report?
FT: AI adoption is as much a human journey as it is a technological one. While many organizations are racing to implement AI tools, the real differentiator lies in how they prepare and support their people.