How HR leaders can build the meta skills needed for an AI‑ready workforce in 2026

In my role advising HR leaders and partnering with organisations on their hiring, I hear a lot about the pressure to adapt to this next phase of work. Every conversation circles back to the same challenge. AI is advancing quickly, yet many organisations do not feel ready. When I sat down with Alysha Adams again, we explored what leaders need to prioritise if they want to build an AI-ready workforce. This builds on the themes from our earlier conversation in Designing organisations for change: a conversation about leadership, culture and AI integration.

The friction HR leaders keep running into

Across the market, I see organisations investing in AI tools, automation and new technologies, but struggling to translate them into meaningful business outcomes. Alysha described two scenarios she encounters repeatedly. Some organisations are finding it difficult to embed AI adoption. Others have implemented AI systems but are not seeing improvements in operational efficiency or the value they expected.

Alysha summed this up clearly when she said: “We’ve adopted intelligent technologies and we’ve upgraded the tools, but we’ve actually not upgraded the people, culture and systems needed to work well with these technologies.”

From her perspective, this gap is predictable. Organisations have not redesigned workflows or invested enough in the AI skills, human capabilities or new skillsets that teams need to partner with AI effectively. Without this, employees feel overwhelmed rather than supported.

As a recruiter, I hear the same frustrations from the HR leaders I work with daily. The technology is in place, but the way people work has not caught up. It is why the skills gaps are widening and why upskilling and reskilling are becoming urgent priorities.

Workflow redesign matters more than the tools themselves

Alysha made a point that resonates strongly with what I see in hiring. Adding AI technologies without redesigning workflows only creates complexity. When organisations bolt on AI instead of rethinking how work moves between people, AI agents and automation, the workload expands and the benefits shrink.

She explained that: “We’ve not redesigned the workflows that are happening. We’ve bolted on AI and all it does is add another layer of complexity.”

If organisations want real-world impact, they need to optimise workflows before rolling out more tools. This is where an AI strategy becomes essential. Clarity around use cases, initiatives and purpose determines whether AI-powered solutions actually make a difference.

Meta skills: the differentiator in the AI era

The most powerful part of our conversation centred on meta skills, the deep human skills that AI cannot replicate. They include imagination, empathy, creativity, adaptability and critical thinking. Meta skills sit at the heart of effective AI use because they enable people to make good decisions, apply judgment and elevate what AI produces.

Alysha explained the concept simply: “Meta skills are the skill sets that we have that artificial intelligence does not currently, and we’re not anticipating it to have in the very near future.”

For HR leaders, this reframes what AI training should look like. AI literacy alone will not be enough. In a market where organisations use similar AI technologies and AI-powered platforms, competitive advantage comes from how well people use them.

The three houses of meta skills

Alysha’s model breaks meta skills into three houses that form the foundation of a future-ready organisation and business leaders.

Self insight

This includes self-awareness, understanding personal values, confidence and decision-making. It strengthens resilience and supports continuous learning. It also gives people the ability to navigate change without feeling overwhelmed. These attributes are essential for an AI-ready workforce.

Collective intelligence

Research shows that the value of human skills increases significantly in AI-enabled workplaces. Collaboration, communication and the ability to partner with both humans and technology become even more important. Teams will increasingly operate in hybrid environments that include humans, AI agents and automation.

Creative and critical intelligence

AI can analyse data at speed, but it cannot think originally and imagine new ideas. Leaders and teams need the ability to challenge AI outputs, interpret complex information and think beyond what AI can produce. As organisations adopt more generative AI and Gen AI applications, this will become a major differentiator.

Rethinking learning for the future of work

We discussed how organisations need to rethink learning. Traditional training formats cannot keep up with new AI technologies. Future talent will need to be hands-on learners who take responsibility for their own development. But culture matters. Even the most motivated people struggle if the environment does not support curiosity and experimentation.

This is where HR leaders can influence change. They can design environments that enable continuous learning, skills development and long-term adaptability. They can support early careers, build new skills progressively and prepare people for an evolving workforce.

Why meta skills will define competitive advantage

One of the most striking data points Alysha shared was that 32% of entry-level roles disappeared in the UK in 2025. This trend is expected to increase as organisations accelerate their AI adoption. For HR leaders, this raises a critical question. If entry-level roles are transforming or disappearing, how do we build future leaders?

This is why upskilling, reskilling and workforce planning are essential. If organisations invest heavily in technology but not in human skills or new skills, they risk creating a future leadership gap. McKinsey’s research supports this, and it aligns with what I hear across the market.

The organisations that will thrive in the AI era are those that create human-centric cultures. They will optimise workflows, elevate the role of human skills and build environments where people develop the judgment needed to partner with AI effectively.

Preparing for a world of constant change

We ended our conversation by talking about the pace of change. Organisations now operate in environments where multiple shifts happen simultaneously. This increases the importance of psychological safety, resilience and culture.

HR leaders need environments that support fast learning and experimentation. They need teams who can adapt quickly and make strong decisions in uncertainty. They need people who can evaluate AI outputs, challenge assumptions and apply judgment.

If you have not yet read our earlier conversation, Designing organisations for change: a conversation about leadership, culture and AI integration, I encourage you to explore it. It provides valuable context on the cultural and structural shifts needed for effective AI transformation.

At Frazer Jones, we see every day how the right HR talent shapes the success of AI initiatives. If your organisation is ready to strengthen its AI capabilities and build a workforce prepared for the future, we would be happy to support you.