Rachael Gillett, Chief People Officer, Compare the Market

Few topics dominate conversations today as much as AI and its impact on businesses both commercially and from a people perspective. Do we have the right skills? If not, how do we compete to attract the best talent? Will some jobs disappear altogether?

There’s no doubt, AI represents an unprecedented opportunity, but its natural for concerns to pervade. As people leaders, we sit at the centre of this debate, our role not simply to manage change, but to shape it. As one of my colleagues says, ‘AI won’t take your job, but someone who has embraced AI will’. I’m passionate about ensuring the future of work is one in which people and technology thrive together.

Of course, AI is already transforming careers, reducing and automating routine tasks, generating initial drafts or simplifying complex information. But this is not the end of human contribution, far from it. It amplifies the importance of the unique perspective, insight and connection that, sometimes, only people can bring.

The emerging career landscape places a premium on capabilities such as creativity, empathy, complex problem-solving and relationship-building, skills not easily automated. Of course, we expect all colleagues to have a baseline of technological confidence, conversant in how AI works, where it adds value and where it can free you up to add even more value. We also expect our people to understand where there is risk, and managing this is equally as important.

To embrace the changes and opportunities AI is already bringing, we’re focused on building a culture in which continuous learning is not an optional extra but a core expectation. This means investing in reskilling and upskilling programmes that are relevant, accessible and aligned to both current and future business needs. It also means creating safe spaces for experimentation and innovation, encouraging teams to explore AI tools, test new workflows and learn through practical experience.

Alongside this digital upskilling, we’re also keen to set the right tone on responsible AI adoption. Our people expect clarity on how AI is being used, how decisions are made and what safeguards are in place. Transparent governance, strong ethical principles and open communication are essential to building trust. We have found that, when people understand that AI is there to enhance their work, not replace it, they are far more likely to embrace it.

Of course, this transition won’t be without disruption. Some roles will evolve significantly, and it is true that others may disappear altogether. But we’ve navigated technological revolutions before, and each time new sectors, specialisms and pathways have emerged, and skills have evolved. Our responsibility is to support people through that evolution, anticipating future skills, identifying opportunities early and ensuring that career mobility is genuinely accessible to all.

Perhaps the most important shift we must champion is the acceleration of moving mindsets from the notion of a fixed career trajectory towards a culture of lifelong adaptability. AI has not simply changed how we work, but also how we grow, progress and define success. If we equip people with the right support and opportunities, this can be an empowering shift, not a destabilising one.

I don’t underestimate the challenge, but I maintain the human element in work is more, not less, important than ever.