AI era shifts focus from talent inventory to capability deployment in workforce

For years, organizations have focused on attracting talent, reskilling employees, and strengthening succession pipelines to respond to disruption, according to Forbes reporting on Dr. Ghenwa Habbal's research. However, a new challenge is emerging where companies may have capable employees but struggle to utilize their skills effectively.

OECD research published in 2026 highlights a disconnect between skills proficiency and skills use at work, with up to one in three highly skilled workers in some countries rarely using their capabilities on the job. Greater use of skills correlates with higher productivity and better outcomes.

The OECD's Skills for Jobs analysis across 38 countries shows persistent shortages in high-skilled occupations, yet some organizations fail to identify or deploy existing capabilities. This indicates that scarcity and underutilization of skills can coexist within the workforce.

AI further complicates workforce dynamics by altering work itself and redefining valuable human contributions. An IBM global study in 2026 found that while 71% of chief human resource officers see supervising and validating AI outputs as essential skills, only 29% of employees recognize judgment as important.

The evolving landscape suggests that talent management must move beyond simply inventorying skills to actively deploying capabilities where business needs them most, addressing both skill shortages and underutilization in the AI era.