The imperative to build internal talent has never been more critical, driven by budgetary constraints and an unpredictable job market. To identify how organisations and CHROs can leverage gen AI tools for bolstering workplace learning and growth, People Matters partnered with Enparadigm to conduct an insightful roundtable with leading HR leaders from the APAC region. John Cherian, Co-Founder, MD & CEO of Enparadigm, moderated the discussion to explore how generative AI can streamline critical talent development and what aspect of learnability employers are valuing in the era of AI. The discussion focused on practical applications and strategic implications, drawing insights from diverse industries. Here is a recap of the key excerpts from the conversation.

Experiential learning and AI's evolution

John Cherian initiated the conversation by detailing Enparadigm's focus on experiential learning and highlighting the need to bridge the gap between theoretical knowledge and practical application.

Cherian then traced the evolution of Enparadigm’s approach, from integrating digital tools with human expertise to leveraging AI for enhanced personalisation and real-time learning. He also drew a compelling parallel between AI's impact on content creation and the data revolution of the 1970s, noting how AI is transforming every stage of content development. Emphasising the importance of demonstrating tangible AI use cases, particularly in critical talent development, the leaders explored the evolving importance of key competencies in the AI era. When presented with pairs of competencies, the participants discussed what should be the focus and priority for organisations.

Navigating the AI age: Shifting competency priorities

Prashantan Moodley from Microsoft suggested that AI's ability to augment strategic analysis makes agility increasingly crucial. Ilja Rijnen from Suntory Global Spirits, on the other hand, said that these competencies are interdependent, emphasising the need for strategic understanding to effectively leverage agility. Ojaswini Mishra from L'Oréal highlighted the contextual nature of agility, noting its varied interpretations across sectors. To decode how AI influences competency priorities, the participants felt the need to recognise the need for both strategic foresight and rapid adaptability.

Balancing creativity and critical thinking in a data-driven world

The next competency pair-up for debate was creativity versus critical thinking. Maria Pressentin from Rohde & Schwarz emphasised the situational nature of these skills, particularly in R&D-driven environments. Sundara Srinivas from Bayer further highlighted the importance of creativity during periods of organisational transformation, suggesting it enables the broader option spaces necessary for effective critical thinking. Rahul Chawla from Aon added a psychometric perspective, advocating for a balanced approach to talent development. From underscoring the contextual nature of these competencies, the participants recognised the need to balance creative ideation with rigorous critical analysis, depending on organisational needs and situational demands.

Reimagining Hi-Po programs: Competencies and impact in the post-COVID era

Transitioning to practical applications, the roundtable participants broke out into groups to explore specific aspects of hi-po development. The evolution of hi-po programs post-COVID examined changes in competency focus, impact measurement, and development methods. While a clear trend away from traditional, uniform hi-po programs towards more individualised and flexible approaches is observable, this shift also reflects a growing recognition of the diverse aspirations and needs of high-potential talent. Besides building greater agility in talent development, the participants highlighted the critical need to balance short-term and long-term impact, particularly in industries with varying business cycles. They also emphasised the challenges of integrating high-potential development into the daily workflow, ensuring it is perceived as an integral part of career progression rather than an additional burden.

Addressing the complexities of Hi-Po development in a changing workforce

Another set of leaders explored the unique challenges of hi-po development compared to other learning cohorts, considering factors such as evolving career expectations, generational shifts, and talent shortages. A need to rethink traditional hi-po programs to align with the evolving expectations of a multi-generational workforce was identified as a key component for success, with participants noting that younger generations often prioritise work-life balance and purpose-driven work over traditional career advancement.

In addition to stressing the importance of cultivating a sense of belonging for high-potential talent, there was a recognition that ‘fit’ is no longer the sole criterion for talent selection, development or advancement. The need for organisations to create an inclusive environment where individuals feel valued and supported, regardless of their background or personality, triumphs over several challenges that HR leaders face in developing talent. The transactional nature of work relationships needs to be balanced with fostering relational engagement and identifying aspiration and vision in high-potential talent. Further, the impact of big data and the ability to analyse workforce data across various dimensions expands the scope of understanding talent holistically.

Harnessing AI to elevate Hi-Po program effectiveness

The final group examined the effectiveness of current hi-po programs and explored the potential of AI to enhance them, discussing various AI use cases and the balance between human expertise and technology. AI can help identify the atypical nature of distinct hi-po journeys, thereby enabling better-personalised development, particularly in skills landscaping, learning platform customisation and mentoring programs. While there are plenty of challenges in integrating AI tools within existing frameworks and measuring their impact on individual growth, there is a need to move beyond structured data and analysis, leading to a more individualised and co-piloting approach for workplace development. AI, when used alongside human expertise in coaching, mentoring and other talent development apparatus, can help maximise the impact on individual growth journeys significantly.

AI-powered personalisation: Transforming learning experiences seamlessly

Kumar Veetrag, Co-Founder of Enparadigm, also discussed the potential of AI-driven tools to revolutionise talent development through hyper-personalisation. He emphasised the need for hyper-personalised learning journeys, emphasising that traditional learning models often fail because they are too generic and that AI can help create tailored, automated learning journeys for individuals. He outlined a few key AI applications in learning, like agentic AI for automated, personalised action plans; AI coaches for micro-feedback; AI diagnostics for detailed competency assessments; conversational AI for realistic scenario training; and AI-personalised journey filters for tailored recommendations. Thus, tools designed to address the inherent challenges of traditional learning programs can facilitate a shift from generic, one-size-fits-all training to tailored, individualised journeys. Through automated actions, AI coaching, micro-feedback, individualised development plans, scenario generation and integration with other learning solutions, platforms like Enparadigm can offer comprehensive learning journeys, reports and accurate insights.

Kumar stressed that AI should augment, not replace, human expertise, and addressed concerns about AI bias, noting that Enparadigm incorporates expert input and continuous user feedback to mitigate this. AI also helps streamline hiring processes by correlating diagnostic reports with human assessments, improving speed and consistency. Furthermore, he discussed the importance of contextualisation, including language nuances and industry-specific situations, to ensure AI's effectiveness. By highlighting the efficiency gains and consistency improvements AI can bring to learning and development, Kumar demonstrated how AI can help create a more engaging and effective learning experience.

The riveting discussion brought to the fore the transformative potential of GenAI in learning and talent development. By enabling hyper-personalisation, automating key processes, and providing data-driven insights, AI tools can empower organisations to identify, hone, engage and prepare critical talent more effectively. To fully realise this potential, HR leaders must adopt a thoughtful approach that balances technological innovation with human expertise and security considerations. As organisations continue to navigate the ever-changing landscape of talent development, gen AI offers a powerful tool for building a future-ready workforce. The question is how we can step into this future by managing the disruptive nature of AI and how effortlessly we can merge it with existing talent development practices.