Artificial intelligence is becoming more common in workplaces across many industries. A survey by Cegos, titled Transformations, Competences et Learning, found that 54% of French workers use generative AI tools for their jobs, but only 25% have received formal training on AI. The most frequent uses include summarizing documents, translating text, drafting emails, and automating meeting notes. However, the real value of AI lies in how it can be integrated into different processes and professions, which highlights the need for training tailored to specific job roles. Many companies are shifting from general AI training to programs focused on how AI applies to particular jobs. These efforts aim to build human skills, prevent misuse, and keep up with AI's fast development. At Apicil, a multidisciplinary team has worked for three years to enhance employees' AI skills and identify training needs. Their initiatives include creating an AI charter, hosting webinars, organizing an event called an ideathon with 180 participants, and offering e-learning courses. The company now wants to expand its training to include regulations and how work processes are changing due to AI. At Cegos, training that focuses on specific job functions, such as marketing, communication, human resources, and sales, is very popular. The rise of AI is not only affecting technical skills but also emphasizing the importance of human qualities like adaptability and critical thinking. As AI takes on more decision-making roles, companies are starting to include these soft skills in their training programs, focusing on emotional intelligence and flexibility. Practical experience is becoming a central part of AI training. At PwC, this is reflected in various methods, including digital lessons, hands-on workshops, demonstrations of real-world AI applications, and events where employees test AI prompts. The idea is that true learning happens through doing. This approach encourages employees to go beyond using existing AI tools and to create their own AI agents, shifting the focus from using tools to designing work environments that use AI to enhance tasks. AI training also requires setting clear guidelines and boundaries. At PwC, a shared understanding of AI use was established before employees had access to tools. This included training on responsible AI use, data privacy, and company-specific rules. Without such guidelines, uncontrolled practices can occur, such as using personal AI tools for work, which could lead to risks like data leaks. The fast pace of AI development means that training programs must be regularly updated and adapted. Organizations need to provide relevant content at the right time, matching training with real changes in jobs and management practices. Measuring the impact of AI training now focuses on tangible changes in how organizations operate, rather than just how satisfied employees are. The French government's Dare AI plan, part of its national AI strategy, aims to increase AI use in businesses. This plan involves 615 AI ambassadors and initiatives like the Accelerate with AI platform. The goal is for 100% of large companies, 80% of small and medium-sized enterprises, and 50% of micro-enterprises to adopt AI by 2030. EDHEC Executive Education has created short, certifying programs to meet the growing need for AI skills among managers. These programs focus on strategy, innovation, and applying AI practically, with ongoing updates to keep pace with AI's rapid development and the needs of businesses.