The phrase “workforce transformation” has taken on a new meaning in 2026. Jobs, skills and career paths are changing so fast that organizations must shift their focus from managing talent to building adaptable workforces.
The way I see it, the biggest workforce challenge we face isn’t AI itself. It’s whether we can help people progress alongside it.
That makes your workforce strategy your business strategy. Developing AI readiness, skills, leadership capabilities and employee experience isn’t just an HR priority; it’s a competitive advantage for your entire organization.
Your workforce investment is connected to retention, mobility and building a pipeline of leaders. Investing in people today builds the capabilities needed for tomorrow.
Closing critical skill gaps
AI is already changing work. The question is whether employees and managers are prepared to work differently. Educating managers about their future role is critical. They may not know exactly how AI will change their jobs, but they need skills to navigate uncertainty with confidence.
I’m encouraged by the growing interest in AI-related learning on our teams. Employees want to prepare to work alongside AI while strengthening the capabilities that remain distinctly human: judgment, critical thinking, empathy and relationship-building.
An August 2026 survey from CNBC and SurveyMonkey found that almost a third of “students and workers currently enrolled in school have changed or considered changing their target industry due to AI.” McKinsey reported in 2025 that nearly all companies (92%) surveyed planned to increase their investments in AI. Yet only 1% of leaders said their organizations have reached maturity in deploying and integrating AI to drive “substantial business outcomes.”
That gap is meaningful. Companies can invest substantially in technology and still fail to realize its possibilities if their people aren’t prepared to use it effectively. AI is more than a technology challenge; it’s also a leadership, culture and capability challenge. And those take time to address.
At Securitas, we are focusing on closing skill gaps plus building capability before the need becomes urgent. We provide online learning and development opportunities, along with supervisor experience programs that allow managers to practice skills in a safe environment before applying them in higher-stakes situations.
The transition from contributor to manager is challenging. Branch managers need communication, budgeting, decision-making and organizational skills. Building these capabilities before managers step into the new role helps build confidence and prepares them for challenges.
As leaders, we have a responsibility to prepare people for that next step.
Building support structures for employees to grow
Employees can’t navigate the future of work alone. We need to create structured pathways and remove barriers to learning so they can develop their skills and careers. When employees see a future within the organization, they are more likely to stay.
This is workforce scaffolding. Employees don’t need to know exactly what their career will look like in an AI-enabled future. They need support structures to see their next step and be supported in the climb.
This is why we invest in education, skill development and career growth opportunities—to strengthen mobility and show employees a way forward.
But programs and pathways alone aren’t enough. Employees need someone to help them navigate and guide them. That’s where managers become critical.
Managers are the multiplier
According to Gallup’s Q1 2026 U.S. workforce survey, active manager involvement is one of the top two drivers of frequent AI use in organizations.
Managers are the key scaffolding builders and experience creators. They shape daily employee experience, coach development and scale individual opportunities and organizational culture.
But we’re also asking a lot of managers. The manager’s role has fundamentally changed in recent years. Today’s leaders are expected to drive performance and deliver business results, while also coaching, developing and preparing talent. In my company, managers also sit at a vital intersection between our employees and our clients. If we expect them to carry that responsibility, we need to invest in them too.
A year ago, we launched a program with a partner to provide coaching for our people managers at scale, and it’s had an extraordinary response from participants. Each of our 500 branch managers has access to a coach who supports their learning and growth through an ongoing, two-way dialogue around what’s working, what they’d like to improve and what they need from their leaders.
What has been most meaningful is seeing how that investment goes beyond the individual manager. As our managers develop, they’re better positioned to help their own people adapt and advance. The benefits of coaching cascade down through their teams, amplifying throughout the organization.
That’s the multiplier effect. Managers are at the center of building this support system and network. They bring your business strategy to life through the people they lead.
When you invest in your managers through coaching, educational opportunities, leadership development programs and clear internal mobility pathways, you show them you believe in them and their future. You equip them to do the same for others. As they rise higher, they strengthen the scaffolding for the people below them to rise as well.
In my work, I see how this impact reaches beyond the employee experience. Stronger managers improve retention, resilience and relationships. Over time, this creates a more agile, resilient organization along with continuity for our clients. Our clients see the same team showing up for them, day in and day out, which gives them confidence in our capabilities and strengthens our relationships.
Ultimately, future-proofing your business doesn’t mean you need to predict exactly what work will look like with AI. But you do need to build a workforce that can adapt to what comes next.
If you help your employees learn to work alongside AI, rather than fearing it, you could build a resilient, engaged and flexible workforce ready for whatever the future holds. Give them opportunities to grow, and invest in managers who will guide them through the change.
Managers hold this scaffolding together, connecting your people strategy to your business strategy. When you invest in and strengthen them, you strengthen the workforce and business around them.
