The rapid rise of generative AI (Gen AI) is reshaping industries, and learning and development (L&D) professionals are at the center of this evolution. Simon Brown, Global Learning and Development Leader at EY, discussed this transformation in my recent interview with him. His insights shed light on how companies can integrate Gen AI into their L&D strategies while ensuring alignment with broader organizational goals. Brown’s experience offers valuable lessons on the dual role of Gen AI in both skill development and business strategy execution.
Bridging Learning and Strategy through Gen AI
According to Brown, it is crucial to align Gen AI skill-building with a company’s overarching strategy. Companies that see Gen AI as a core part of their future strategy must embed it in their L&D efforts from the outset. “If it’s already part of the organization’s strategy,” he said, “then it flows through as one of the key skills that need to be built.” This means L&D teams need to operate with greater agility than ever before, adapting quickly to the rapid pace of change.
Traditional learning frameworks often operate in fixed cycles, but with Gen AI technology evolving weekly, companies need a more responsive approach. “It’s about ensuring that learning teams can act faster than they have in the past,” Brown emphasized. Agility is no longer optional—it’s a necessity to keep pace with market demands and the expectations of employees.
At EY, the strategy has involved developing specific AI badges and training programs across the organization, equipping employees with Gen AI skills aligned with their business roles. This alignment ensures that employees understand not only what they need to learn but also why it matters in the context of the company’s goals.
Overcoming the Learning Curve for L&D Teams
Integrating Gen AI into L&D is complex because it requires both trainers and learners to navigate unfamiliar territory. Unlike more traditional skills that have well-defined training pathways, Gen AI is new, and expertise is still emerging. As Brown pointed out, “Learning leaders are learning themselves. It’s not a traditional skill where you can just convey knowledge easily.”
This challenge is compounded by the fact that Gen AI touches multiple functions—ranging from IT and customer service to finance and HR—meaning that even experts in these areas may not have complete fluency with the technology. Brown stressed the importance of cultivating curiosity within learning teams: “It starts with being curious and scanning the horizon for what’s coming.”
Rather than waiting to master the technology fully, L&D professionals need to dive in, experimenting with tools like ChatGPT to grasp their potential. Brown’s own journey began with hands-on experimentation, and he encouraged L&D leaders to embrace similar explorations. Early familiarity can help trainers develop foundational knowledge, which can then be scaled across the organization through structured programs.
Addressing Employee Anxiety About Gen AI
One of the most significant hurdles companies face in adopting Gen AI is managing employee anxiety about potential job displacement. Workers—especially those in older age groups—often question whether investing time in learning new AI tools will pay off. Meanwhile, younger employees may experience anxiety, fearing that Gen AI will reduce job stability.
To overcome this resistance, companies must create safe learning environments. EY’s strategy involves proactive communication and hands-on access to AI tools through their proprietary platform, EYQ, which uses internal data to deliver AI-powered assistance in a secure setting. This approach allows employees to explore AI technologies without fear, fostering a deeper understanding of their benefits.
Additionally, EY rolled out company-wide training initiatives on AI, with more than 325,000 employees participating. These efforts not only demystify the technology but also help employees see it as an enabler rather than a threat. The training programs emphasize ethical AI practices, ensuring that employees understand critical considerations like data privacy and security. According to Brown, this transparency helps employees feel more comfortable engaging with Gen AI, reducing apprehension.
Developing Targeted Skill Pathways with AI Badges
Another pillar of EY’s Gen AI strategy involves personalized learning paths through their AI badge system. These badges function as both a learning framework and a motivational tool, encouraging employees to apply their newfound skills in practical settings.
The badges are divided into three levels—bronze, silver, and gold—within three categories: applied AI, AI engineering, and responsible AI. Brown explained that obtaining a badge requires more than passive learning; employees must demonstrate their ability to apply their knowledge to real-world scenarios. This combination of theory and practice ensures that employees not only retain the information but can also use it effectively in their roles.
EY’s approach reflects a shift in how companies structure learning programs—moving beyond static training to focus on ongoing development. The system encourages employees to continuously upskill, enabling them to remain relevant as Gen AI technology evolves. This model offers a scalable solution for businesses looking to build AI proficiency across large workforces while fostering a culture of lifelong learning.
The Future of Learning in the Age of Gen AI
Looking ahead, Brown sees Gen AI becoming even more deeply integrated into corporate learning environments. “We’re already starting to use Gen AI within the content itself, not just to produce content but to deliver dynamic, live experiences,” he said. EY is exploring AI-generated role plays and personalized coaching tools, allowing employees to receive real-time feedback and guidance tailored to their individual needs.
These innovations mark a shift from static, one-size-fits-all learning models to adaptive, AI-powered solutions. As Brown highlighted, “We’ll need to continue building Gen AI skills rapidly as things evolve to stay at the cutting edge.” This evolution not only enhances individual learning experiences but also ensures that organizations remain competitive in fast-changing markets.
In the future, learning programs will likely involve AI systems that act as personal coaches, providing continuous support and feedback. Such systems can adapt content based on individual learning styles and performance, enabling employees to progress more effectively. These developments promise a future where learning becomes more interactive, personalized, and aligned with business needs.
Conclusion
Integrating Gen AI into corporate learning is no longer optional—it’s essential for organizations aiming to thrive in the digital era, as I tell client organizations whose leaders express resistance around Gen AI integration. As Brown’s experience at EY demonstrates, the key lies in aligning learning strategies with company objectives, fostering curiosity within L&D teams, and creating supportive environments for employees.
The road ahead will require continuous experimentation, adaptability, and strategic thinking. Companies that successfully embed Gen AI into their L&D frameworks will not only empower their employees but also position themselves for long-term success in an AI-driven world. By building agile learning systems, addressing employee concerns, and promoting hands-on engagement with AI tools, organizations can unlock the full potential of Gen AI and ensure their workforce is ready for the future.
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