Artificial intelligence is solidifying its role as a key element in transforming talent management and the labor market, even as its implementation in organizations continues to face significant challenges. This is the finding of the latest ManpowerGroup analysis, which shows that companies already perceive AI’s impact in critical areas of the business and in the labor market, but also detect that structural barriers to fully unlocking its potential persist.
In the national context, 27% of companies report training and development as the area where AI generates the greatest return on investment, followed by improved team performance (23%) and support for planning and forecasting talent needs (15%). Globally, these trends are echoed with very similar figures, confirming that training has become the main value driver of AI in organizations.
However, expectations are not always met. Only 7% of companies in Spain (8% globally) consider that current AI solutions adequately address their needs in recruitment, onboarding, and training. Among the main gaps identified are the poor assessment of transferable and technical skills, the lack of clarity in decision-making, shallow results, onboarding processes that are not personalized, and the persistence of biases in decision-making.
Skills Are Already Changing… and Will Keep Changing
Despite these limitations, AI’s impact on professional competencies is already a reality. In the next twelve months, organizations expect AI to drive especially problem-solving, continuous learning, creativity, project management, customer service, and communication, both in Spain and globally. A significant advance is also expected in areas such as strategic thinking, team management, and ethical judgment, underscoring the importance of the human factor in an increasingly technology-driven environment.
Nevertheless, AI adoption is not without challenges. 93% of companies in Spain (92% globally) acknowledge difficulties integrating AI into the labor market, driven mainly by privacy and regulatory concerns, the lack of specific AI training, and the mismatch between available capabilities and real business needs. Added to these obstacles are resistance to change, from both professionals and executives, and the absence of clear guidelines for its use.
“Artificial intelligence is already transforming companies, skills, and the way we work, but its success depends not only on technology; you have to understand the process and the end goal of the implementation. The human criterion is what makes the difference because it is necessary to have the capabilities, internal or external, to redesign processes and scale AI solutions,” say Myriam Blázquez, Chief Executive Officer of Experis, ManpowerGroup’s IT services firm. “Investing in training and supporting people through the process is also essential,” the executive concludes.
These results highlight that AI is not merely a technological tool, but a catalyst for organizational change that requires strategy, leadership, and a firm commitment to talent development to generate a sustainable impact on employment and business competitiveness.
