Artificial intelligence (AI) is already changing how organisations across the UK operate.
From drafting documents and analysing data to supporting customers and improving services, many employers are starting to use AI in their day-to-day work. But simply having access to AI tools does not mean staff have the skills, confidence or judgement to use them well.
Our research shows that while AI adoption is gaining pace, workforce capability is not always keeping up. In many organisations, learning happens informally, through trial and error, online videos, or help from colleagues.
This can be a useful starting point. But without the right support, it can also lead to inconsistent, unsafe or ineffective use of AI, with little connection to wider business goals.
What employers told us
The Skills for AI (SKAI) programme, led by Dr Nisreen Ameen at Royal Holloway, University of London in partnership with Skills England and funded by the British Academy, draws on workshops, case studies and a UK-wide employer survey.
Employers, training providers and experts consistently highlighted a number of challenges to us:
- limited time and capacity for training
- difficulty finding relevant, high-quality learning
- varying levels of digital confidence across staff
- uncertainty about safe and responsible AI use
- training that feels too generic or disconnected from real work
Importantly, the issue is not a lack of interest. Many employers are keen to support their staff, but finding training that is practical, accessible and role-specific remains a challenge.
What works in practice
Effective AI upskilling is not just about sending staff on a course. It’s about helping people understand how AI fits into their role, when to use it, when not to use it, and how to use it safely and responsibly.
The most effective approaches tend to:
- link learning to real tasks and decisions
- build learning into everyday work
- cover technical, non-technical and responsible AI skills
- give staff the time and confidence to try new things
- offer flexible options for different starting points
- keep content up to date as tools evolve
These approaches help organisations move beyond informal experimentation towards more consistent, confident use of AI.
A practical framework for employers
To support this, the SKAI programme has developed the PRIMES framework, a simple way to think about what good AI training looks like in practice.
AI training should be:
- Practical – based on real tasks and workplace examples
- Reachable – accessible in time, format and language for all staff
- Integrated – linked to existing systems, processes and governance
- Modular – broken into manageable units that suit different learners
- Expandable – able to grow as AI use increases across the organisation
- Sustainable – regularly reviewed and updated as needs change
Together, these principles give employers a clear and flexible starting point for improving AI training.
Turning ideas into action
Our research highlights case studies of employers taking practical steps to build AI capability in ways that reflect their business needs, workforce and operating context.
Airbus
Airbus has taken a long-term, organisation-wide approach to building AI capability.
Learning is embedded within workforce planning, competency frameworks and day-to-day work, rather than treated as a standalone activity. Structured pathways support progression at different levels, while internal communities help staff learn from real use cases.
Combined with strong data governance and mandatory training, this has helped embed AI capability across the organisation.
Cast Consultancy
A smaller firm, Cast Consultancy, has focused on a specific business problem to make AI training relevant from the outset.
The organisation introduced an AI tool to support complex regulatory submissions and built training directly around its use. Staff learned through real project work, supported by ongoing input from the provider.
This generated immediate practical value while reinforcing the importance of human judgement, with employees trained to interpret and validate AI outputs.
Additional examples
Other case studies from our report show how AI upskilling can support inclusion and behaviour change.
For example, Good Things Foundation focuses on people who may otherwise be excluded from the AI transition, using plain English, bite-sized learning and community support to build confidence and safe experimentation.
Why this matters now
AI has the potential to improve productivity, decision-making and service delivery across the economy.
But these benefits depend on people.
Without the right skills in place, organisations risk uneven adoption, missed opportunities and widening capability gaps. Building AI capability is not just a technology challenge – it’s a workforce one.
Next steps for employers
The SKAI programme provides practical support to help employers.
This includes:
- an employer guide to assess and strengthen AI training
- real-world case studies from organisations building AI capability
- evidence and insights to inform workforce and training decisions
AI is changing the way we work. The organisations that benefit most will be those that invest not just in the tools, but in the people who use them. We’re delighted to make the SKAI programme available to help with this. I would like to take this opportunity to encourage businesses across the country to try it out.
Helen Slater
Skills England deputy director for insight and analysis