AI and the training challenge, and opportunity

This week at Maples Teesdale, we welcomed 4 new trainees - Sasha Baker, Yvonne Hamboulla, Josh Turner and Rebecca Marshall. We are also in the process of recruiting the cohort who will start in 12 months time.

In a world being revolutionized by AI, are we right to do this? Are the tasks that we would typically pass to our junior staff not increasingly going to be undertaken by AI (and what are client expectations as to speed and fees for such tasks)? In short, should we invest time and money in recruitment and training of juniors? And if we do not, what will the long-term ramifications be, not least in terms of finding experienced senior people to do the tasks that AI (currently!) cannot do, where real-life experience underlies sound advice?

This article expands upon this — while its background is the property world, the principles are equally applicable across all industries and sectors:

• The argument is that there must be a case for continuing to train junior people up, investing “deeply in the things no machine can replicate".  
• The challenge therefore is that we need to adapt (continually) our traditional training of junior staff, to keep it relevant, and to give today's junior team members the experience and skills that they need to be the industry leaders of tomorrow.

My hope is that our trainees will benefit from this kind of experience, and I am grateful to our Director of Knowledge, who consistently adapts our training to reflect real-life, rather than simply sticking with tried and tested, potentially anachronistic, plans.

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