Organizations can have an outsized impact on the communities they serve. Skilling people for new roles, even externally, is one of the smartest things a business can do in lieu of simply reducing headcount as jobs decline.

Data-and AI-driven strategic capabilities empower people to make personal choices about their careers based on strengths, interests and other personal criteria. The HR function can support that decision-making process by providing options and opportunities.

AI opens possibilities that people can’t see due to inherent biases. In particular, there is widespread evidence that women and people of color underrepresent their skills. As responsible AI evolves and takes hold, it’s likely to help people shed more biases, create more equitable processes and allow for the creation of more job pathways.

Management needs a mindset shift to foster a culture that recognizes the relationship between expanding career opportunities for people and creating growth opportunities for the business.

Companies must structure themselves to think about upskilling as a competitive advantage or as a business imperative, not a nice-to-have later, when time allows.

As more pathways are explored, more ways of thinking about mapping skills and talent mobility will emerge, each more dynamic than the previous iteration. As the discussions around the issue improve, more workers will pursue these new career paths. But only so much can be accomplished if companies go it alone, rather than collaborating with other organizations to prepare people in their communities for the future of work.