Meet Sofia Khaira, a renowned expert in diversity, equity, and inclusion, who brings her extensive knowledge to the realm of HR innovation. With a passion for fostering inclusive workplaces, Sofia has been instrumental in guiding organizations through transformative practices, including the integration of cutting-edge technologies like artificial intelligence. In this interview, we dive into the fascinating world of AI adoption in corporate settings, exploring how a major financial institution is equipping its workforce with AI skills, the challenges of implementing such large-scale initiatives, and the broader implications for employee productivity and well-being. Sofia shares her insights on balancing technological advancement with human-centric approaches, offering a unique perspective on the future of work.
How do you see a company like Citi benefiting from rolling out AI prompt training to a massive workforce of around 180,000 employees?
The scale of Citi’s initiative is truly impressive, and the benefits are multifaceted. Primarily, it’s about building a future-ready workforce. By training such a large number of employees, Citi is ensuring that AI becomes a core competency across the organization, not just a niche skill. This can drive efficiency in routine tasks, allowing employees to focus on more strategic, creative work. Beyond productivity, it’s also a signal to the industry that AI literacy is becoming a baseline expectation, much like digital literacy was a couple of decades ago. It positions Citi as a leader in tech adoption, which can attract top talent and foster a culture of innovation.
What do you think was the driving force behind making this training a requirement for so many employees?
I believe the main driver is the recognition that AI is no longer a futuristic concept but a present-day tool that can transform operations. Requiring training for 180,000 employees suggests Citi sees AI as integral to maintaining a competitive edge. It’s likely about leveling the playing field internally—ensuring that everyone, regardless of role or department, has the opportunity to leverage AI tools. This also mitigates the risk of creating silos where only certain teams benefit from the technology, which could lead to disparities in productivity or innovation.
How important is it for a training program like this to adapt to different skill levels within the workforce?
It’s absolutely critical. Not every employee starts from the same baseline when it comes to tech proficiency. A one-size-fits-all approach would either overwhelm beginners or bore experts, leading to disengagement. By tailoring the training—say, a 30-minute module for novices and a 10-minute refresher for seasoned users—Citi ensures relevance and accessibility. This kind of customization respects the diversity of skills in a large workforce and maximizes the training’s impact by meeting people where they are.
In your opinion, how can a company encourage AI adoption when it’s not mandatory for employees to use these tools?
Encouragement starts with demonstrating value. If employees see how AI can simplify repetitive tasks or enhance decision-making, they’re more likely to embrace it. Companies can showcase real-world examples or success stories from within the organization to build excitement. Additionally, providing ongoing support—like help desks or peer learning groups—can ease the transition. Incentives, even small ones like recognition programs for innovative AI use, can also motivate participation. The key is to create an environment where using AI feels empowering rather than burdensome.
What kinds of tasks do you imagine employees are tackling with the millions of AI prompts mentioned in Citi’s rollout?
Given the nature of a financial institution like Citi, I’d wager a significant portion of those 6.5 million prompts are related to data analysis, report generation, and customer service enhancements. Employees might be using AI to draft communications, summarize complex datasets, or even brainstorm solutions for client challenges. There’s likely also a chunk dedicated to internal processes—think automating meeting notes or streamlining compliance checks. These prompts reflect a broad spectrum of applications, from mundane to strategic, which shows how versatile AI can be in a corporate setting.
What are some potential long-term advantages for a workforce that’s well-versed in AI prompting skills?
The long-term advantages are transformative. A workforce skilled in AI prompting can continuously improve efficiency, cutting down on time spent on routine tasks and freeing up capacity for innovation. It also builds adaptability—employees who are comfortable with AI today are better positioned to handle tomorrow’s tech disruptions. From a career perspective, these skills enhance employability, as AI literacy is becoming a sought-after trait across industries. For the company, it creates a culture of agility and forward-thinking, which can be a significant competitive advantage.
What challenges do you foresee when integrating AI tools across such a vast organization, and how might they be addressed?
One of the biggest challenges is ensuring accuracy and mitigating biases in AI outputs. If employees rely on AI for decision-making, errors or skewed data can have serious consequences, especially in finance. Robust oversight mechanisms, regular audits of AI systems, and clear guidelines on verifying outputs are essential. Another challenge is the potential for employee burnout or anxiety around tech adoption. Some might feel pressured to keep up or fear job displacement. Addressing this requires transparent communication about AI’s role as a tool, not a replacement, and offering mental health resources to support staff through the transition.
How do you think AI training initiatives like this will shape the future of career development in large corporations?
I think we’re witnessing the beginning of a seismic shift. AI training is likely to become a standard part of onboarding and ongoing professional development, much like training on software tools is today. It will redefine job roles, emphasizing hybrid skills that blend technical know-how with human judgment. For career development, this means employees will need to continuously upskill to stay relevant, and companies will need to invest in learning platforms that evolve with technology. It also opens up new career paths—think roles focused on AI ethics or prompt optimization—that didn’t exist a few years ago.
What is your forecast for the role of AI in corporate environments over the next decade?
Over the next ten years, I see AI becoming deeply embedded in nearly every aspect of corporate operations, from decision-making to employee engagement. It will likely move beyond task automation to more predictive and prescriptive roles, helping companies anticipate market shifts or workforce needs. However, the human element will remain crucial—AI will augment, not replace, human insight. I also foresee a stronger focus on ethical AI use, with regulations and internal policies shaping how it’s deployed. For employees, adaptability will be key; those who can harness AI as a partner will thrive in this evolving landscape.
