As businesses face increasing pressure to demonstrate returns on artificial intelligence investments, advisory firms are expanding efforts to help employers identify where AI can deliver measurable productivity gains and workforce improvements.
With that in mind, WTW has launched a workforce transformation solution designed to help firms assess how AI could reshape jobs, skills and work processes across their operations.
The launch comes as many employers move beyond early experimentation with generative AI and focus on implementation strategies capable of delivering operational benefits. While many firms have invested heavily in AI technologies over the past two years, questions remain around how best to integrate those tools into existing workflows and how to measure their impact on productivity, workforce planning and business performance.
WTW's AI Workforce Transformation solution uses the company's data on jobs, skills and work processes to evaluate the potential impact of AI across different functions.
The platform includes WorkVue Agent, which assesses the automation potential of roles throughout a company, and ChangeVue, which is designed to identify areas that may be more prepared for AI adoption. According to WTW, the tools are intended to help employers pinpoint AI deployment, redesign work and align workforce structures with changing operating models.
"AI Workforce Transformation gives C-suite leaders the evidence they need to add AI where it drives the most productivity and growth," said Julie Gebauer, president of health, wealth and career at WTW.
The launch reflects a growing market for workforce transformation and AI advisory services.
Consulting firms, technology providers and human capital specialists have increasingly developed tools aimed at helping organisations understand how AI may affect workforce requirements, design and skills development.
One of the central challenges facing employers is that AI's impact is unlikely to be uniform across all roles. While some repetitive and process-driven tasks may be highly automatable, other functions continue to rely heavily on judgement, creativity, relationship management and expertise.
WTW said research underpinning the solution examined 900 occupations and found significant differences in automation potential across job categories. According to the company's analysis, highly structured operational and administrative roles may have a greater proportion of tasks suitable for automation than professional positions.
The findings align with a broader industry view that AI is more likely to reshape individual tasks and workflows than eliminate entire jobs in the near term. Many employers are increasingly focused on how human and technological capabilities can be combined rather than viewing automation as a direct replacement for workers.
The solution is being co-led by Suzanne McAndrew, WTW's global employee experience business leader, and Shai Ganu, global executive compensation and board advisory practice leader.
"Boards don't need more theory on AI—they need precision," Ganu said. "As their mandates expand to cover human capital governance, fiduciary duty now means knowing exactly where AI creates value and how work must be redesigned to capture it."
The launch also comes as boards and executive teams face growing expectations from investors and stakeholders to demonstrate that AI investments are generating tangible business outcomes. As a result, workforce strategy, design and change management have become increasingly important components of corporate AI set-ups.
