AACF
People & Skills ยท PPL-06

Workforce planning for AI

The expected effect of AI on roles, numbers and skills is planned for openly, with affected staff and their representatives informed and involved, and decisions made fairly.

Why it matters

AI can change what roles involve, create new ones and reduce demand for some tasks. Planning this in the open, and treating redeployment, reskilling and growth as real options, keeps trust and avoids losing knowledge the organisation still needs.

Levels
0 AbsentConfirmed absent: the evidence shows nothing is in place. Not known is recorded as insufficient evidence, not 0.
1 InitialThe effect of AI on the workforce is not considered until changes are already under way.
2 DevelopingEffects are considered for individual projects, but there is no organisation-wide view and staff learn of changes late.
3 DefinedWorkforce plans set out the expected effect of AI on roles, numbers and skills, with options for affected staff, and are shared with staff and representatives.
4 ManagedActual effects on roles and skills are tracked against the plan, fairness of outcomes across groups is checked, and differences are acted on.
5 OptimisingWorkforce planning for AI is updated from outcomes and external change, and staff help shape how roles develop.
Level 3 criteria

Level 3 is met when every applicable criterion is met. Criteria marked with an overlay apply only to organisations with that characteristic (overlays).

  1. PPL-06.1 Workforce plans include the expected effect of AI on roles, numbers and skills.
  2. PPL-06.2 The plans set out options for affected staff, such as reskilling and redeployment.
  3. PPL-06.3 The plans are shared with staff and their representatives.
Assessment questions
  • How does workforce planning account for the effect of AI on roles, numbers and skills?
  • When and how are affected staff and their representatives told and involved?
  • What options are offered to people whose roles change, and how are outcomes checked for fairness?
Evidence an assessor would expect
  • Workforce plans showing the expected effect of AI
  • Records of consultation or engagement with staff and representatives
  • Reskilling or redeployment records and outcome monitoring
How to reach Level 3
  1. Add a section to the workforce plan that sets out the expected effect of AI on roles, numbers and skills, drawing on the AI use boundaries (STR-02) and the skills gap (PPL-04).
  2. Set out the options for affected staff, such as reskilling, redeployment and new roles, and how choices between them will be made fairly.
  3. Share the plan with staff and their representatives before decisions are taken, and record when and how this was done.
  4. Name an owner to update the plan as new uses of AI are approved.

Common pitfalls

  • Keeping the workforce effect confidential until changes are already decided, which destroys trust.
  • Treating headcount reduction as the only outcome and not planning reskilling or redeployment.
  • Planning one project at a time with no view across the organisation.

Starter artefacts

  • AI section of the workforce plan
  • Reskilling and redeployment options paper
  • Record of sharing with staff and representatives
Ownership and sequence
Accountable
people lead
Contributors
executive sponsor, business owner, risk lead
Depends on
STR-02, PPL-04
Roadmap step
4
Lifecycle
strategy, design, deploy
Cross-references
EU AI ActArt 26(7) partial
MITRE AI Maturity ModelP3.3 direct
UK Data and AI Ethics FrameworkSAT 3.8 partial
UNESCO AI Maturity Framework2.1 partial

direct: this control at Level 3 meets the item. partial: it covers part of it.