Showing Your Unique Value

Chapter 3

A Realistic View

While pundits wax lyrical about generative AI's mind-blowing capabilities and risks, we tend to fall into two camps: those who can’t wait to maximize our workflow with this technology and those who fear the technology may make us irrelevant. While excitement and fear are natural responses to AI technology one writer called "…the next driver of enterprise transformation"—a more realistic view might be cautious optimism.

60-70% of time spent on employees’ work activities can be saved using AI⁴

Source McKinsey⁴

If you’re worried about what AI means for your job, the best defense is to learn how to use AI to your advantage.

—Business Insider

Making the Case

Giant technological leaps are often closely linked with anxiety about the future. Inevitably, we wonder, "Is x going to replace me?" The good news is AI can’t do what you do. Furthermore, experts say a "cut and replace" approach is not the right play for organizations. Still, this is a great time to proactively clear up misconceptions and articulate the breadth and depth of your work to stakeholders exploring AI. Your best career protection is to show how AI is a partner, not a replacement. It’s clear that AI—in its current form—is not equipped for meaningful instructional design work on its own.
On the other hand, when technological advances move this fast, a bold, entrepreneurial approach is a smart move for self-preservation and courageous leadership. L&D professionals should stay market- and trend-aware. What problems does AI promise to solve, and where does it fall short of
that promise?

Then, articulate a clear business case to peers and c-suite leaders outlining:

Where AI will be your productivity partner and accelerate progress toward organizational goals— increasing the bottom-line impact your team yields the company.
The problems human L&D leaders are better equipped than AI to solve
Your unique value as a learning professional

This moment represents an incredible chance to take our passion for educating and make a case for innovation and evolution to the next generation of workplace learning. But it will require us to set aside fear and push ourselves first.

Self-Assessment

In his post "Obsolescence," JD Dillon said that change moments demand a hard look at the changeable nature of work. He suggests critical self-reflection, connecting to team needs, and stretching oneself with new tools and practices to build a protective moat—or to prepare for the next chapter. Either way, it’s time to evaluate, reflect, and ask, "What skills do I have that I should lean into, and which skills do I need to gain?"

How can you grow or demonstrate these skills unique
to (human) learning experts?

Storytelling based on your unique understanding of business needs and pain points.
Triage business needs and use AI tools to increase productivity.
Needs analysis to perceive learner needs and organizational goals and deliver appropriate training to meet them.
Identify opportunities to innovate and customize to further training impact.
High-quality learning design that increases understanding and drives
behavioral change.