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Welcome to the HBR IDA cast from Harvard Business Review. I'm Kurt Nickish.

New technologies drive new business opportunities, but employers don't always have the workers with the exact skills for those.

And there are costs to waiting, prolonged hiring, vacancies, higher turnover, wage spikes,

and companies can't always wait for the labor market or education systems to catch up.

That's why many organizations teach and train their workers.

And today's guest says they're going to have to do more reskilling and get better at it in the future,

thanks to artificial intelligence and other accelerating technologies.

She and her fellow researchers have found that the average half-life of some job skills is now just five years,

half that again in certain tech jobs.

Raphaela Sadoon is here to share how companies need to adapt and what leaders need to do.

She's a professor at Harvard Business School and with researchers at HBS and the Henderson Institute at Boston Consulting Group.

She wrote the HBR article re-skilling in the age of AI. Welcome, Raphaela.

Thank you so much for having me.

This isn't age-old problem, like this is not new in some respects, which new is the speed.

Absolutely. I mean, the notion that technologies change the demand for skills is actually a well-recognized stylized fact in economics and in management too.

For example, we know that certain types of computer, you know, computer softwares, even Excel,

change the type of skills that were needed where, you know, you don't need a human computer anymore, you have a spreadsheet.

And therefore, those type of skills become obsolete, whereas more and perhaps more cognitively intensive type of skills,

...