Dealing with Shortages of AI-Talent

The need for AI-related skills is growing rapidly, and we’re not talking about PhDs in machine learning. The shortage is emerging across multiple tiers: data engineers, prompt designers, AI governance experts, integration specialists, and especially managers who can think clearly about how AI can be applied.

This isn’t a problem HR can solve with one more round of recruiting.

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It’s Not Just About Hiring

The predictable response to a talent shortage is to try to hire more people, but that won't be good enough. First, you’ll be competing with every other organization for a limited pool. Second, even when you do hire someone, they may not stick around long. And third, by the time your job description clears legal and gets posted, the skillset you're looking for may already be outdated.

Organizations need to think differently.

Your Future AI Talent is Already in the Building

The best strategy is to grow your own talent. The great thing about AI is that it’s not just the domain of software engineers. A smart HRBP or ops manager can learn to use AI tools effectively with a few weeks of experimentation. Anyone who's good at critical thinking, curious about technology, and open to change can develop the basic skills to become part of your AI capability team.

If you don’t identify these people and give them opportunities, they’ll find those opportunities somewhere else.

Make Learning a Strategic Priority

You don’t need to send everyone to get an AI certification. What you need is a practical learning path:

• Start with literacy – Everyone needs to understand what generative AI can and can’t do. It’s not magic, but it’s powerful.

• Enable experimentation – Give employees permission (and time) to experiment with AI tools. Build internal communities to share use cases.

• Create internal gigs – Need someone to improve the AI-powered help desk? Let a sharp business analyst try it. Treat it like a 90-day project, not a lifetime commitment.

• Recognize and reward – If someone saves many hours by automating a report with ChatGPT and Excel, celebrate that. Make it part of performance conversations.

Rethink What Talent Looks Like

One of the challenges in identifying talent is that we tend to look for past experience or a relevant degree. That might help, but what you really want is people who can think creatively, learn quickly, and adapt their work using AI.

In other words, don’t wait for “AI experts” to show up, seek out AI enthusiasts. Grow AI-capable professionals from within.

HR’s Role in Avoiding a Crisis

HR can lead the way on this. That means mapping out what AI fluency looks like in your organization, helping managers identify emerging AI talent, and embedding AI learning into everyday work.

If HR waits for the business to define the AI workforce strategy, it will always be playing catch-up. This is one of those moments where HR can step in early to create something transformative.

Final Thought

The AI talent shortage isn’t in some distant future. It’s already unfolding. The good news is that you don’t need to panic—just shift your thinking. The people you need are often already on your team. Your job is to give them a path.