The Impact of AI on Jobs: An Asset or a Threat to Human Resources? 

Artificial intelligence has significantly transformed talent and skill management within companies while reinventing sectors such as insurance and banking. According to a recent McKinsey study (2024), over 72% of companies report that they have already been using AI solutions. By automating repetitive tasks, AI provides their teams with the opportunity to focus on high-value activities. However, it also raises critical questions for human resources regarding the evolution of organizational roles and roles.

A report by Goldman Sachs (2023) estimates that nearly 300 million jobs could be impacted by automation. Does this automation pose a threat to employment, or is it an opportunity to rethink and adapt skills? For human resources leaders, these challenges highlight the need to adjust and anticipate future demands. In the insurance sector, this situation is exacerbated by a significant demographic: 17% of current intermediaries are set to retire by 2028, and nearly 40% will be close to retirement. This trend is expected to lead to an estimated 25 to 30% reduction in distribution capabilities, along with a parallel 13% drop in the number of apprentices in insurance between 2015 and 2022 (Roland Berger, The Future of Insurance Distribution). In this context, HR must anticipate technological transformations and address the challenges of an aging workforce and talent shortages.

The Impact of AI on Skill Management

AI is disrupting skill management in companies, thus changing the priorities for HR departments. By integrating these technologies, companies must also train and raise awareness among their teams about these new tools. As Bénédicte Crété, HR Director at Groupama, points out:

“We must be collectively responsible for determining how we integrate AI into our activities. We are addressing and anticipating these changes through various awareness and cultural integration approaches, by clearly explaining what AI means for our professions while connecting it to our daily lives as citizens.” By automating administrative and repetitive tasks, AI frees up time for higher-value activities, allowing employees to focus on strategic tasks. (Roland Berger, The Future of Insurance Distribution)

AI is also a valuable asset for HR in the area of Workforce Planning (WFP). By relying on predictive analytics, companies can now anticipate the skills that will be strategic for their future. For example, AI can help map internal talents, identify missing skills, and suggest personalized training pathways for each employee. This enables greater personalization, optimizing the development of each employee and aligning their skills with the company’s priorities. To integrate AI into WFP, companies are encouraged to conduct skill audits, adapt their training programs, and use AI-based tools for talent tracking and development. Rather than threatening jobs, AI is redefining the necessary skills, paving the way for a more proactive and effective talent management approach.

Although certain areas, such as administrative services or customer support AI transforms existing roles, shifting skills toward more complex areas where human qualities such as critical thinking and problem-solving remain essential.

Collaboration of AI Agents to Transform Human Resources

Multi-agent systems rely on the collaboration of several artificial intelligence agents, each specializing in specific tasks. Each agent is autonomous and excels in particular functions, such as sorting resumes, pre-selecting candidates, or analyzing performance. This allows for the combination and synchronization of their efforts to optimize the entire HR process.

HR teams gain efficiency: they automate repetitive tasks and can focus on high-value activities. For example, one agent can identify missing key skills within the team, while another suggests customized training pathways. The agents contribute to significant efficiency gains, producing high-quality content and reducing revision cycle times by 20 to 60% (McKinsey 2024). Together, they provide HR with a proactive and strategic approach to talent management, tailored to the evolving needs of the company.

AI in HR for Optimized Risk Management and Customer Experience

Artificial intelligence is not only an efficiency lever for the insurance sector; it is redefining the skills and practices within the industry’s professions. Thanks to algorithms, insurers can better anticipate and manage risks by analyzing large amounts of data to predict claims with increased accuracy. This allows insurers to more effectively assess and adjust coverage and premiums.

In customer interactions, AI-powered chatbots and virtual assistants enable quick and personalized service, allowing clients to easily access their contract information and manage their procedures. For human resources, this transformation brings new challenges: it involves overseeing the use of data to ensure it meets ethical standards and supporting teams to maintain user trust in AI technologies. The rise of AI also makes it essential to provide specific training so that employees can understand the stakes of data and predictive analytics. This evolution requires HR to adapt their skills management, ensuring that every team member is ready to integrate these new technologies into their roles.

Digital Twins: A Strategic Lever for Risk Management

Among the most notable advancements, digital twins represent a true revolution in risk management. These virtual models allow for the real-time recreation of objects, processes, or systems, providing a proactive view to identify and anticipate potential risks. In the insurance sector, these simulations help prevent risks such as floods or natural disasters by enabling insurers to model specific situations and evaluate the effectiveness of preventive measures before an incident occurs.

The integration of digital twins facilitates predictive maintenance of infrastructures, a crucial aspect for insurance companies. By simulating extreme scenarios, insurers can adjust premiums and coverage based on real risks. For human resources, this evolution entails recruiting new profiles: experts in cutting-edge technologies capable of mastering complex tools such as 3D modeling, digital analysis, and virtual reality. Training pathways will need to evolve to prepare future experts to fully master these technologies and harness their full potential in risk management. Onboarding plays a key role here, as these profiles must quickly master complex tools while adapting to the specifics of such strategic sectors as insurance or banking. This process goes beyond simple integration: it involves immersing them in business challenges, supporting them with the technologies used, and building a framework where their skills can fully contribute to transformation and innovation.

AI, a lever for Transformation but also challenges for HR

AI is undeniably a lever for transformation within companies, defining skills and deeply changing sectors like insurance. For human resources leaders, this evolution is an opportunity to rethink talent management, focusing on strategic skills and anticipating future needs.

However, this transformation comes with challenges: how can teams be prepared for these changes, ensure ethical use of data, and, above all, how can the human aspect remain at the heart of the organization? HR plays a central role in this transition, acting as drivers of talent management and facilitating a balanced adoption of AI, for the benefit of all employees and the organization.