Powering growth with skills and AI

For its next wave of transformation, the company sought to diversify its portfolio, boost production capacity and better align talent supply with demand. This required strategic alignment, workforce agility and human-machine productivity.

Leaders first had to define their North Star: a clear vision and strategy, establishing the firm as an agile, skills-powered organization with an AI-augmented operating model and reenvisioned EX. Work redesign helped realize the full potential of AI and automation: deconstructing jobs into tasks, redeploying them to the optimal mix of talent and AI/automation, and reconstructing new ways of working across all their operations.

As workflows evolve, so do the required skills. With many tasks ripe for automation and augmentation, new technical, human and leadership skills are demanded, calling for a modern skills strategy to close capability gaps. Talent assessments help determine which skills already exist within the workforce and which need to be built. Those gaps are being addressed through a mix of talent acquisition, upskilling and reskilling, and talent redeployment. Strengthened governance and career management processes will ensure high-value skills are deployed to where they are needed most.

Armed with powerful insights and AI-enhanced processes, the company has developed a digital HR strategy to help deliver on its new people agenda. A talent marketplace tracks skills demand and supply and other key metrics to better flow talent to work, unlocking latent capacity in the workforce.

Following pilot programs in its mining and manufacturing divisions, the business has built a strong foundation from which to refine and expand this transformation across the enterprise. With its skills-powered and AI-augmented approach, the firm is now uniquely positioned for whatever comes next as it looks to stretch its already-sizable performance advantage over competitors.