“Head In The Sand”: Why Australia Must Rethink AI And The Future Of Work

Pearson’s AI analytics group, Faethm, recently evaluated how AI might reshape jobs. Their findings reveal that just three technologies—robotic process automation, simple chatbots, and advanced large-language model (LLM) chatbots—account for approximately 80% of AI’s projected impact on the workforce.

Industries Most Vulnerable

Faethm’s modelling suggests that over the next few years, certain sectors are at the highest risk of disruption:

• Professional, scientific and technical services
• Financial and insurance services
• Health and social care
• Manufacturing

Craig McFarlane, Vice President for Enterprise Learning & Skills Asia Pacific at Pearson, says these results bring several important truths into focus. “A lot of people have their heads in the sand about AI,” he remarks—refusing to accept that ignoring the issue is a viable strategy.

From Fear to Opportunity

While many fear job losses, McFarlane believes such concerns stem from a limited perspective. Instead, he emphasises that AI will shift how people work rather than simply replace roles. He draws a historical parallel: when Microsoft Excel arrived, many believed it would eliminate accounting. Yet accounting not only survived—it evolved.

The key, he says, lies in identifying which tasks will become obsolete and which new skills will be essential. McFarlane urges people to proactively explore AI tools: “The first step is awareness … go out and experiment with what’s out there, have a play—the best way to learn is by doing.”

He notes that AI is already handling many process-based tasks (such as administrative or support work). For example, he says that reading and managing post-holiday emails has become much faster with AI tools today than it was just three years ago. 9

Preparing the Workforce of Tomorrow

McFarlane warns that these changes will especially affect early-career workers. He stresses the urgency of rethinking how we prepare young people for the workforce: what education, training, and skills pipelines must adapt to stay relevant.

He views AI not just as a disruptive force, but as a catalyst for productivity gains and new kinds of opportunity—if we respond strategically. “This is not a head-in-the-sand moment,” he declares.