Professional training and artificial intelligence: how companies are adapting

A KPMG study has found that 62% of professionals surveyed believe a company’s support for skills development influences their decision to join, stay, or leave an organization. The research examines the impact of artificial intelligence on the future of work at a time when roles and tools are constantly evolving.

KPMG’s recommendations for leaders

The consultancy says leaders should explore the potential of generative artificial intelligence—which can produce text, images, and code—while at the same time equipping their teams with the skills required by the new scenario.

KPMG advocates a balance between hiring new talent and continuously investing in upskilling current employees, avoiding exclusive reliance on external hires.

Upskilling and reskilling

Upskilling means improving skills already used by a professional, such as an analyst who learns to extract insights from data using AI. Reskilling involves retraining for a different role, such as a customer service agent who starts managing automated processes.

Growing pressure for training

KPMG’s Global Tech Report 2026 surveyed 2,500 technology executives in 27 countries, including 150 Brazilians. Among national companies, 82% said their talent strategies already incorporate native AI roles, such as prompt engineers and algorithmic ethics specialists.

The same survey shows that 47% of Brazilian professionals feel threatened by technology, indicating that the demand for new profiles coexists with insecurity among those already in the market.

What the most advanced companies do

A KPMG survey of executives from 20 countries, called Global AI Pulse 2026, shows that organizations leading in AI also invest in training, process review, and integration of technology into everyday decisions.

How training becomes part of everyday life

A financial analyst can use AI to summarize reports and simulate scenarios. A marketing professional can learn to review text generated by virtual assistants, performing a human check. A manager can study risks such as incorrect responses and misuse of data.

When evaluating a job opportunity, it is important to check whether the company offers learning paths, time for study, and approved tools. Those who prefer to study on their own can find short and practical options, such as a Pre-MBA course in AI offered by Saint Paul in collaboration with a publication, consisting of four online practical classes for R$ 37.

Conclusion: data points to an integrated discussion

KPMG’s figures show that training, talent retention, and artificial intelligence are interconnected in corporate debate. For human resources departments, the challenge is to reconcile hiring specialists with continuous training of existing teams. For professionals, the offer of learning is already part of the criteria for accepting a job offer or staying in employment.