Employees are using “2025 AI tools inside 2015 job structures,” a new Workday study says Fortune highlights a key takeaway from Workday’s latest research: companies trying to scale AI are running into the limits of outdated job design. The most glaring blockers aren’t just tools or training, but AI’s probabilistic nature and lack of built-in context—and the organizational structures that haven’t adapted to those realities. Why context and judgment are the bottleneck “As executives keep pushing to find the magic ROI of AI, a new Workday study suggests that employees aren’t being set up to succeed—thanks to archaic job structures,” Fortune reports. “Workers are rapidly being asked to apply human judgment and insight to a huge load of content that AI is generating for them, and historically, those types of skillsets take 10 years to build,” said Aashna Kircher, group general manager for the office of the CHRO at Workday. “Those are super high-level skillsets,” Kircher added. “Right now, all the training that I see is very focused on how to use AI and not how to develop and apply discernment and judgment around the output that AI is driving. And I think that’s the disconnect for senior leaders.” Kircher’s first step: analyze each business function to define the core skill sets the job really requires—and decide which parts should be automated. The burden on HR is real. Workday’s study found that HR leaders shoulder a disproportionate share (38%) of the “reworking AI” burden—fact-checking, reviewing, and editing AI-generated content. IT represents 32% of those doing similar work. Part of the difference comes down to workflows: “IT roles are using it as the starting point, as a thought partner,” while HR often must validate sensitive, people-related outputs where stakes (and compliance risks) are higher.