How The Workforce Can Keep Up With Ai Ey Us

Bonisiwe Shabane

-Nov 29, 2025, 8:53 PM

how the workforce can keep up with ai ey us

EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate. Discover how EY insights and services are helping to reframe the future of your industry. How digital twin technology powers the future at Xcel Energy How Bristol Myers Squibb overhauled working capital to fund its future How St James’s Hospital's journey to cloud transformed cancer care

In the TRAILBLAZERS series, we’re diving into how the world’s top HR teams are putting AI to work at scale, not in theory, but in practice. We'll be joined by HR and tech leaders from leading global organizations, who will share their strategies, tools, and hard-earned lessons on using AI across hiring, learning, talent, and employee experience. Together, we’ll explore how to make AI more human, more useful, and truly scalable, for teams of every size. In this episode, Alex Laurs shares EY ’s ambitious AI learning journey: 400,000 employees trained on AI foundations, with a staggering 93% voluntary completion rate. But the real story? It's not about the tech.

It’s about the tone. He also explains why the biggest skill gaps aren’t technical - they’re behavioral: curiosity, storytelling, and value identification. Hint: It’s not more training. It’s AI in the flow of work. What used to be reserved for the C-suite is now in everyone’s pocket. The shift?

Coaching-personalized, AI-driven, and available on demand. Multinational consultancy Ernst & Young (EY) said generative AI (genAI) is “radically reshaping” the way it operates, and the company boasts a 96% adoption rate of the technology by employees. After spending $1.4 billion on a customized generative AI platform called EY.ai, the company said the technology is creating new efficiencies and allowing its employees to focus on higher-level tasks. Following an initial pilot with 4,200 EY tech-focused team members in 2023, the global organization released its large language model (LLM) to its nearly 400,000 employees. Even so, the company’s executive leadership insists it’s not handing off all of its business functions and operations to an AI proxy and that humans remain at the center of innovation and development. Looking to the future, EY sees the next evolution as artificial general intelligence (AGI) — a neural network that will be able to think for itself and capable of performing any intellectual task a...

Computerworld interviewed Saiz about how genAI is changing the way the company operates and how its employees perform their jobs. You launched EY.ai a year ago. How has that transformed your organization? What kinds of efficiencies and/or productivity gains have you seen? “Over the past year, we’ve harnessed AI to radically reshape the way we operate, both internally and in service to our clients. We’ve integrated AI into numerous facets of our operations, from enhancing client service delivery to improving our internal efficiencies.

Teams are now able to focus more on high-value activities that truly drive innovation and business growth, while AI assists with complex data analysis and operational tasks. In a recent EY survey, nearly 90% of senior leaders said employees at their organizations are encouraged to use artificial intelligence (AI) daily, but 54% feel they sometimes fail. AI implementation isn’t just about deploying new tools to the workforce; it’s a fundamental transformation of the entire business operating model. Enabling the workforce to leverage AI not only drives competitive advantage but fundamentally changes what the workforce does. It means workers can shift their focus to activities that create more value for the business. Agentic AI itself will be a part of this reimagined workforce, moving beyond automation to perform more complex tasks, freeing workers to innovate.

The demand for AI skills is high. Foundry’s 2025 State of the CIO report found that AI is the top recruiting priority for CIOs over the next 12 months (36%). However, respondents say it is also the skills area that is the most difficult to fill (38%).1 EY ai Workforce is a digital worker solution to help increase capacity and productivity for the HR function. Leveraging an inventory of AI skills, digital workers complete HR work and processes. The platform allows organizations to: 1) Streamline HR processes across multiple systems 2) Scale HR operations cost-effectively without diminishing employee experience 3) Simplify HR business processes for faster completion without technical know-how

Critical information about the power grid: For utilities, by utilities Ernst & Young LLP (EY US) has released the EY Future of Energy Survey, which examines the perspectives of executives and employees from global energy organizations. Conducted in November and December 2024, the survey gathered insights from 1,020 respondents across the oil and gas, chemicals, and power and utilities sectors to assess trends in technology adoption, workforce development, and industry... The survey found that digital technology investments remain a strategic priority for energy companies, with 92% of energy executives planning to invest in digital technologies. However, only 27% of companies are currently engaged in retraining and reskilling efforts to meet evolving workforce demands. Reskilling is recognized as critical but underutilized: 91% of power and utilities executives and 85% of oil and gas and chemicals executives believe their organizations' ability to reskill employees will be a key factor...

However, only 26% of power and utilities and 29% of oil and gas and chemicals companies report active retraining programs for their employees. Increased reliance on external resources: 88% of power and utilities executives and 81% of oil and gas and chemicals executives indicate they will rely more on vendors and contractors to meet workforce needs. EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate. Discover how EY insights and services are helping to reframe the future of your industry. How digital twin technology powers the future at Xcel Energy

How Bristol Myers Squibb overhauled working capital to fund its future How St James’s Hospital's journey to cloud transformed cancer care Artificial intelligence has arrived in the workplace and has the potential to be as transformative as the steam engine was to the 19th-century Industrial Revolution.1“Gen AI: A cognitive industrial revolution,” McKinsey, June 7, 2024. With powerful and capable large language models (LLMs) developed by Anthropic, Cohere, Google, Meta, Mistral, OpenAI, and others, we have entered a new information technology era. McKinsey research sizes the long-term AI opportunity at $4.4 trillion in added productivity growth potential from corporate use cases.2“The economic potential of generative AI: The next productivity frontier,” McKinsey, June 14, 2023. Therein lies the challenge: the long-term potential of AI is great, but the short-term returns are unclear.

Over the next three years, 92 percent of companies plan to increase their AI investments. But while nearly all companies are investing in AI, only 1 percent of leaders call their companies “mature” on the deployment spectrum, meaning that AI is fully integrated into workflows and drives substantial business... The big question is how business leaders can deploy capital and steer their organizations closer to AI maturity. This research report, prompted by Reid Hoffman’s book Superagency: What Could Possibly Go Right with Our AI Future,3Reid Hoffman and Greg Beato, Superagency: What Could Possibly Go Right with Our AI Future, Authors Equity,... asks a similar question: How can companies harness AI to amplify human agency and unlock new levels of creativity and productivity in the workplace? AI could drive enormous positive and disruptive change.

This transformation will take some time, but leaders must not be dissuaded. Instead, they must advance boldly today to avoid becoming uncompetitive tomorrow. The history of major economic and technological shifts shows that such moments can define the rise and fall of companies. Over 40 years ago, the internet was born. Since then, companies including Alphabet, Amazon, Apple, Meta, and Microsoft have attained trillion-dollar market capitalizations. Even more profoundly, the internet changed the anatomy of work and access to information.

AI now is like the internet many years ago: The risk for business leaders is not thinking too big, but rather too small. This report explores companies’ technology and business readiness for AI adoption (see sidebar “About the survey”). It concludes that employees are ready for AI. The biggest barrier to success is leadership. To create our report, we surveyed 3,613 employees (managers and independent contributors) and 238 C-level executives in October and November 2024. Of these, 81 percent came from the United States, and the rest came from five other countries: Australia, India, New Zealand, Singapore, and the United Kingdom.

The employees spanned many roles, including business development, finance, marketing, product management, sales, and technology.

How The Workforce Can Keep Up With Ai Ey Us

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