- Skills are evolving too quickly for rigid job descriptions. You must watch where employees’ passions and side projects point to emerging skills, rather than relying on outdated lists.
- Agentic AI changes the game by focusing on outcomes, not tasks. Instead of simply automating work, it can make decisions and run workflows,freeing people to think strategically rather than just “do.”
- Trust and transparency are essential for AI adoption. Breaking down silos, modeling psychological safety, and keeping employees engaged will determine whether agentic AI builds confidence or fuels fear.
If there’s one thing we learned at August’s Talent Table, it’s that agentic AI isn’t just the new buzzword — it’s a disruptor that’s reshaping work faster than we can keep up.
And that’s OK. In fact, it might even be a good thing.
Joined by Christopher McCormick, CEO of Visionary Consulting LLC, and Andy Spence of the Work 3 newsletter, we tackled everything from disappearing job roles to human doings vs. human beings. Here’s what you can do to help employees lean into the unknown instead of running from it.
Christopher McCormick, CEO of Visionary Consulting LLC, talks about how different industries are embracing AI.
1. Skills are shifting faster than we can keep up.
The shelf life of a skill keeps shrinking, and businesses are scrambling to adapt. McCormick noted that by the time your organization codifies skills, these are already outdated.
“Once you write it down and publish it to the world, it’s changed,” he said. “How do you keep it iterative and be OK with ambiguity?”
Spence pointed to World Economic Forum data predicting that nearly 40 percent of workers’ core skills will change by 2030, with millions of jobs lost and even more created.
He said the main challenge is that HR data is scattered across too many systems, making it hard to see what talent you already have — let alone what you’ll need.
The opportunity? Stop obsessing over rigid job descriptions, and instead watch where employees’ energy is going.
McCormick suggested asking people about the projects they work on behind the scenes: “That’s going to tell you a lot about emerging skills, or where their passion goes automatically.”
2. Agentic AI means outcomes, not just tasks.
We spent time unpacking what agentic really means, and how it differs from automation and generative AI.
McCormick described it as “giving decision rights to the AI.” Instead of a manager approving vacation requests, for example, the system could see the bigger picture and approve them itself.
In other words, automation checks boxes, generative AI creates new content, but agentic AI can run entire workflows with decision-making built in. That changes how we think about work.
Spence emphasized that the shift should be understood at the task level. “Agentic AI will take on specific tasks in a workflow,” he said. “Humans are still making decisions, but the agents can schedule meetings, draft emails, and take notes.”
But if AI frees up time, you need to resist the temptation to pile on more. McCormick warned that leadership teams often make the mistake of filling the space with extra goals.
“Everything just gets watered down,” he said. “The job of leadership is to deprioritize and get laser-focused on what really matters.”
McCormick and Andy Spencer, owner of Work 3 – Future of Work Agency, discuss how fear of AI replacing workers can be reframed to look at the value people bring into the workplace.
3. Going from human doings to human beings.
McCormick delivered one of the most powerful ideas from the session, arguing that employees need to stop measuring their value in checkboxes.
“We’ve become human doings — our value tied to accomplishing a list of tasks,” he said. “If AI can do those tasks, we need to focus on who we are. How are we showing up? What perspectives are we bringing?”
Spence reminded us that history is on our side. Every big technological shift — from electricity to spreadsheets — sparked fears of mass unemployment. Instead, new forms of work always emerged. This time, he said, people should focus on “critical thinking, empathy, and curiosity — qualities machines can’t replicate.”
I agree. Using AI doesn’t make me lazier — it makes me sharper. When I don’t have to spend hours on repetitive tasks, I can focus on strategy, creativity, and the bigger picture. That’s the real opportunity.
4. Breaking down silos is non-negotiable.
Transformation doesn’t happen in isolation. You can’t unlock the potential of agentic AI if HR, IT, operations, and legal are working in silos.
“The average worker logs into 20 systems,” Spence said. “To improve employee experience, you need HR, IT, and compliance in the same room.”
That means pilot projects with cross-functional teams, new incentive structures, and — most importantly — transparency. Employees don’t need certainty about the future, they need clarity in the now. If they understand what is changing and what isn’t, they’re more likely to be motivated instead of shying away.
McCormick said that culture is the real barrier. “You can’t tell people to experiment if they think they’ll be punished for failure,” he said. “Leaders have to model safety first.”
Spence gives his best advice for how to navigate technological changes in the age of AI.
5. Keep employees at the heart of the transition.
For all the talk of systems and workflows, the real question is how to make sure employees don’t feel like bystanders in this transformation.
“If you’re not communicating, employees assume the worst,” McCormick said. “Your non-communication is also communication.”
The antidote is constant transparency, plus real opportunities for employees to learn, play, and experiment.
Spence suggested harnessing “superusers” who quickly master AI tools and can coach peers. McCormick added that you need to find ways to make learning fun, whether through hackathons or structured learning challenges.
Employees don’t expect leaders to have all the answers, but they do expect honesty. They need to know that your organization has their best interests in mind — that’s the foundation for change.
Final thoughts
If the pandemic taught us anything, it’s that we can move faster than we think. What used to take 18 months — like my old company’s Teams rollout — ended up happening in four weeks.
Agentic AI is another disruptor forcing us to adapt, experiment, and rethink how we define work.
So where do you start? Spence advised sketching three or four scenarios for how your industry might change and planning for each. McCormick’s advice was to “throw your hat over the fence” — take one small risk, try something new, and figure it out as you go.
As for me? Play. Question. Learn. If something about AI makes you uncomfortable, ask why — then experiment until you find your footing. That’s how we’ll all move from fear to confidence.
Watch “Agentic AI at work: Building an agile, AI-ready enterprise” on demand now.
Rebecca Warren is a Director with our Talent-centered Transformation Team. Before joining Eightfold, she held multiple talent leadership roles with large CPG, agri-biz, restaurant and retail organizations.
