We may not know what tomorrow’s jobs will look like, but we can safely assume that when people are more curious, emotionally intelligent, resilient, driven, and intelligent, they will generally be better equipped to learn what is needed to perform those jobs, and provide whatever human value technology cannot replace. Rather than betting on specialists or forcing people into specific niches, organizations need to focus on expanding people’s talents. What we need is not just re-skilling or up-ski
lling, but-skilling: that is, being able to future-proof talent and reinvent peoples’ careers before we even know what tomorrow’s jobs and in-demand skills will be. This article makes five broad recommendations for preparing your workforce for an uncertain future.Despite the many clickbaity headlines and apocalyptic fearmongering around AI and job automation, the data are rather clear: As I highlight in my latest book,using AI, especially if you don’t use AI yourself.
Sharing data-driven feedback and helping people understand how their interests and skills can be a future asset to your organization is key. This means thinking of, where their main job is to proactively nurture people’s talents, as well as harness their full potential. Remember: Most people areto hear it, and above all, that you tell them something they didn’t know and that can motivate them to get better.
Crucially, it is not enough just to provide people with feedback on their skills gaps; organizations also need to incentivize them to develop the relevant skills while providing the most efficient, enticing, and impactful programs to develop them.Rather than betting on specialists or forcing people into specific niches, focus on broadening or expanding people’s talents.
This will also increase diversity and inclusion. As Harvard’s Joseph Fuller and Christina Langer and Burning Glass Institute’s Matt Sigelman: “The shift to skills-based hiring will open opportunities to a large population of potential employees who in recent years have often been excluded from consideration because of degree inflation.” If organizations complain about their inability to find diverse and creative talent, they should stop looking for talent in the same old places and ways.
Importantly, investing in leadership means harnessing the skills that enable people to collaborate effectively and become a high-performing team. It is not about promoting individuals to senior positions or glorifying status, let alone about the popularity contest that often underpins— rather, it is about the qualities people must have to inspire, motivate, and bring others along into a future that will surely include AI, but should ideally also be defined as the human-AI age.
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