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Forbes
3 days ago
- Business
- Forbes
Soft Skills: The Most Critical Skills To Teach In The Age Of AI
Diane Bartoli is Senior Vice President at EdAssist by Bright Horizons. As AI continues to reshape the workplace, one truth is becoming increasingly clear: the most valuable skills in the future of work won't be technical—they'll be AI can automate tasks, analyze data and even generate content, it can't replicate empathy, communication or the ability to read between the lines. These 'soft' skills, once considered nice-to-haves, have now become critical. However, most organizations aren't yet prepared to help their employees develop these skills. For chief human resources officers (CHROs) and benefits leaders, this presents both a challenge and an opportunity. The challenge is that soft skills can be difficult to teach. The opportunity is that with the right strategy, education benefits can be a powerful lever to build a more human, and more resilient, workforce. Why Soft Skills Matter More Than Ever As we all know, AI is rapidly taking over routine and technical tasks. That means the human edge will increasingly come from skills like empathy and emotional intelligence, which are essential for leadership and team collaboration. According to LinkedIn's 2025 Workplace Learning Report, soft skills are among the most in-demand skills globally. Yet only 36% of organizations have robust career development programs in place to address these needs. The Soft Skills Gap Is Real Younger workers, especially Gen Z, are entering the workforce with strong digital instincts and a natural enthusiasm for AI tools. However, according to McKinsey, they often lack the context to know when it's wrong or how to course-correct. Meanwhile, more experienced employees may be better at spotting AI errors but less confident in adopting new tools. This creates a unique moment for HR leaders to bridge the gap by embedding soft skill development into their education strategies. Here are a few actionable steps leaders can take to help build a more human-centered workforce: Too often, soft skills are mistakenly treated as optional or secondary. In an AI-driven workplace, they are the differentiators and thus need to be incorporated into your core learning architecture right alongside technical upskilling. For example, if you're rolling out AI training, pair it with modules on ethical decision-making, persuasive communication and cross-functional collaboration. Soft skills aren't built in a vacuum—they're forged in real-world interactions. Create structured opportunities for employees to practice and refine these skills on the job. This could include anything from cross-functional projects and peer coaching to leadership shadowing and real-time feedback loops. Additionally, it's important to empower managers to act as learning catalysts, not just performance evaluators. When learning is truly embedded in daily workflows, it becomes part of your culture, not just a box to be checked. Leadership, empathy and adaptability shouldn't only be reserved for the C-suite. Use your education benefits to scale soft skill development across your entire workforce from frontline teams to emerging leaders. This not only builds capability, but it also signals that your organization values growth at every level. Measuring soft skills may be difficult, but it's not impossible. Consider tracking metrics like internal mobility, employee engagement, customer satisfaction and team performance to assess the ROI of your programs. This can be achieved through using pulse surveys and 360 feedback to capture qualitative insights. Then, share those stories internally and externally. When you can show that empathy drives retention or that communication boosts innovation, you elevate the strategic value of your HR function. At a time when AI is redefining roles and reshaping industries, it's not just technical fluency that will set organizations apart—it's human fluency. The ability to lead with empathy, communicate with clarity and adapt with resilience will be the true competitive edge. By investing in soft skill development today, leaders aren't just preparing their people for the future, they're shaping a workforce that's agile, engaged and equipped to thrive in whatever comes next. That's not just a win for employees—it's a strategic imperative for the business. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
22-04-2025
- Business
- Forbes
Top In-Demand Skills Employers Want In 2025—And How To Learn Them Fast (Without Spending A Fortune)
There are affordable online courses available to help you acquire a new skill that employers value. Shortly after Kathleen was laid off, she called for career counseling services. Her boss had implied that her skills were outdated, making her very concerned about landing another good-paying job. She asked a few friends about what she should do. One pointed out that she should acquire a high-value new skill, and he recommended project management. Kathleen recognized the advantage of acquiring that vital skill. She found a project management course offered at a local college that costs thousands of dollars. Kathleen questioned whether it was worth the time and investment. Many employers report that they struggle to find candidates with the right skills and are faced with what is called a 'skill gap' between the skills an employee has and the skills they want in current jobs and future roles. Some companies spend a great deal of time and money offering training courses to improve employees' job capabilities, and others do not. Career Development is one of the top things that matters to employees, according to LinkedIn's 2025 Workplace Learning Report. Many larger companies invest thousands of dollars in employee training. Companies such as Microsoft, P&G, Amazon, Johnson & Johnson, Dell, and Adobe offer Leadership Development training programs. These programs put you on the high-flyer, fast-track promotion train. However, only a handful of employees are enrolled in these programs. For many people like Kathleen, they didn't have the opportunity to be in a management training program, nor did her company offer much employee training relevant to her job. So, adding any new skills would be her responsibility. She admitted it had been on the back burner, and she regretted not pursuing it before. Now it had become a priority, but cost was a major concern. Where to find top training options at a reasonable cost I advised her that project management would be a great complement to add to her background. I recommend courses from Coursera that offers 10,000 online courses in various fields, including classes, specializations, and professional certificates. Top universities and companies teach the classes. And their programs can fit almost anyone's budget. Coursera Plus training programs offer a low-price monthly fee and a $399 annual fee for unlimited access. Kathleen was surprised by the number of course offerings and considered taking Microsoft's, or Google's, or several others from top universities. She enrolled in one of Coursera's online project management certification programs. The certification program would take four to six months to complete and would be a big addition of a new skill to add to her resume. Top Skills That Employers Seek LinkedIn recently published a new list entitled LinkedIn Skills on the Rise 2025: The 15 fastest-growing skills in the US. To no one's surprise, AI Literacy is the #1 skill at the top of the employers' lists. Coursera offers many programs and certifications in this area. Here are a few highly rated popular AI Coursera courses for beginners and advanced tech learners. Beginner-Friendly and Nontechnical: •AI for Everyone by Andrew Ng ( This course is designed for nontechnical professionals and business leaders to understand AI's impact. •Introduction to Artificial Intelligence (AI)–IBM. You'll learn definitions of AI, machine learning, deep learning, neural networks, and real-world examples. Specializations and Certificates for Advanced Learners •IBM AI Engineering Professional Certificate. The focus is on building AI engineering skills, including deep learning and machine learning algorithms. •AI For Business Specialization. Covers how to apply AI in a business context. •Generative AI Leadership & Strategy Specialization. Focuses on strategic approaches to leading generative AI initiatives. More In-Demand Skills Employers Value •Conflict Mitigation – managing office politics, workplace conflicts, and international teams •Adaptability – easily able to handle change and willingness to learn new things quickly •Process Improvements – focused on improving productivity and operational efficiency •Innovative Thinking – creative, resourceful problem-solving and development of new ideas •Public Speaking – essential for people at all levels •Solution-Based Selling – focused on meeting a customer's specific needs •Customer Engagement and Support – building genuine relationships with customers and being responsive to their needs •Project Management – to oversee the productivity and effectiveness of the team to finish the project on time, within budget, and achieve the goal and objective •Go-to-Market Strategy – to assist in launching new products and services •Budget and Resource Management – to ensure the company's money and materials are used appropriately and strategically Many employers require a wide variety of essential skills to get promoted, hired, or to keep your job. Don't just think about being the employee they need today; focus on becoming the employee they need tomorrow. Being a continuous learner will continue to develop your career, enabling you to have better future opportunities.
Forbes
15-04-2025
- Business
- Forbes
5 Lessons From Startups That L&D Can Use To Rethink Growth
Omer Glass is the Co-Founder and CEO at Growthspace . getty A few years ago, I had a conversation with a successful startup founder who had a lasting impression. He gave me some simple yet profound advice: "Understand the problem you're solving, move fast and stay focused. Oh, and know your customers better than they know themselves." At the time, I thought this applied strictly to the startup world. But after working with countless learning and development (L&D) professionals, I've realized it's universally applicable. These principles go straight to the heart of what makes any effort succeed, whether launching a product or running an L&D program. At its core, L&D is about solving real problems for people and organizations. But too often, initiatives lack focus, urgency or a genuine connection to the people they aim to serve. Programs are designed and rolled out—and sometimes forgotten—with limited measurement of whether they address employees' and organizations' actual needs. What if we approached L&D with the mindset of a startup? Here are five lessons from the startup playbook that can help L&D teams drive more meaningful and measurable impact. 1. Understand The Problem You're Solving Startups succeed when they're laser-focused on solving specific problems. They ask, "What pain point does our product address? Is it a need worth solving?" In L&D, we must identify real skill gaps and ensure programs align with organizational objectives. By understanding the specific challenges employees face, we can design initiatives that solve real problems, not just theoretical ones. Consider, for example, the need to develop employees' digital skills. According to LinkedIn's 2021 "Workplace Learning Report," 59% of L&D professionals said upskilling and reskilling were their top priorities. But blanket training programs often miss the mark. An effective L&D program would zoom in on targeted skills that drive both individual and business success, like data analysis for marketers or coding with AI for developers. 2. Move Fast Startups are known for their agility. They experiment, fail fast, learn and iterate. This mindset is crucial for L&D because the pace of change, especially in skills demand, is relentless. The World Economic Forum estimates that by 2030, nearly 60% of all employees will need reskilling to keep up with evolving job requirements. L&D programs must embrace adaptability. Instead of waiting months to roll out a comprehensive leadership development course, why not launch a pilot program for a small group? That way, you can gather feedback, tweak the content and expand it rapidly. This approach not only saves time but ensures your programs are relevant and impactful from the start. The key is not to wait for perfection but to act decisively and refine as you go. 3. Focus On What Matters Most According to the Pareto principle, 20% of efforts are responsible for 80% of results. To succeed in any L&D endeavor, we must prioritize the skills that create the biggest impact for both individuals and the business. But how do you determine which skills to prioritize? Start by asking the right questions: • What skills will help employees perform better in their roles? • What capabilities does the organization need to achieve its strategic goals? • Where is the biggest gap between current and desired performance? But once you have the answers, resist the temptation to tackle everything at once. Focus on high-impact areas, such as communication for leaders, problem-solving for teams or technical skills for key departments. By narrowing the scope, you can deliver deeper, more meaningful learning experiences. 4. Understand Your Customers Great startups obsess over their users. They conduct interviews, analyze behavior, then adapt their products. In L&D, employees and managers are your customers. By listening to their needs and tailoring programs accordingly, you can ensure your initiatives have real-world relevance. Start by conducting multiple interviews to understand employees' pains, needs and expectations. It will require a time investment, but the impact will be invaluable. 5. Do Things Differently Startups thrive on innovation. They're not afraid to challenge norms or experiment with bold ideas. L&D teams should equally embrace creativity and rethink traditional approaches to learning. For instance, consider how you can build the most personalized talent development program or include things that were never done before. Can you drive even more impact that way? Remember: Innovation isn't just about technology. It's about mindset. Ask yourself, "How can we make learning more engaging? What new formats—like peer-to-peer learning, gamification or microlearning—can we incorporate?" Your goal should be meeting employees where they are and delivering learning experiences that inspire and empower them. Bringing It All Together The best solutions often come from challenging the status quo and rethinking the way we've always done things. Much like startups, L&D has the power to transform lives. It helps people grow into better versions of themselves while fueling organizational success. But to achieve this, we need to approach our work with curiosity, urgency and a relentless focus on solving the right problems. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Telegraph
07-04-2025
- Health
- Telegraph
Learning curves – how growth and development are crucial in any organisation
In his book The Concept of Mind, English philosopher Gilbert Ryle imagines someone visiting a university for the first time. After touring the colleges, libraries, sports fields and offices, the visitor asks 'But where is the university?'. Ryle continues: 'It has then to be explained to him that the university is not another collateral institution…it is just the way in which all that he has already seen is organised.' Ryle was illustrating his theory of the mind – comparing the visitor's question to asking where the mind is after observing someone's behaviour – but the analogy describes the concept of learning across any organisation. At Chichester University, Rob Warwick, professor of management and organisational learning, and Kevin Botto, HR/professional development manager, live and breathe learning, and understand Ryle's point well. 'It's not about the buildings that exist on the campus,' Botto says. 'Our competitive edge, our ethos and our culture – everything is about the people who work here.' Lifelong learning 'The idea that we don't have lifelong learning, that learning finishes at 18, is mad,' says Warwick, who teaches an MBA programme in senior leader management. He says people arrive on the course at different stages of life. 'They see the MBA as their opportunity at a point in life when learning has become really important to them and they're able to throw themselves into that experience.' Warwick himself embodies the idea of lifelong learning – he studied microbiology, worked as a consultant, moved to the NHS as head of strategic change and gained a doctorate in healthcare policy before changing tack and joining the world of academia at Chichester 12 years ago. Botto carries another example of lifelong learning, having been a student at Chichester – and therefore quite literally never ending his university journey. 'I've been here 21 years, I studied geography. Now, my role is 50 per cent HR and 50 per cent learning and development at the university.' Botto and Warwick agree that lifelong learning is essential to both professional and personal development. 'For us as an employer, it's important that we have people who continually want to learn,' Botto says. 'And I think it makes things more interesting for the individual and attracts them to the organisation.' This is echoed in LinkedIn's Workplace Learning Report, which found that 90 per cent of organisations were concerned about employee retention, and providing learning opportunities is the number one retention strategy. 'I think increasingly, people are beginning to realise that discussions around the workplace and career are really discussions about how you choose to spend your life,' Warwick says. Embedding learning The first step to walking the walk when it comes to lifelong learning is embedding it within an organisation. Botto says a learning culture has to 'come from the very top'. 'It can't be certain individuals or managers believing that learning is important – it has to be embedded throughout.' And Chichester University walks the walk. It runs employee training and development programmes for its staff, in part through its Apprenticeship Levy which it says can provide new apprentices or current staff with training and learning opportunities. It also offers staff 50 per cent off undergraduate and postgraduate degree courses. 'We also have initiatives such as network groups,' Botto continues. 'We've got a women's networking group, a carers group, a global majority group, an LGBTQ+ network group, a neurodiversity group. It's about creating that environment where people can access those learning opportunities – and crucially, doing it university wide.' In the business world, leading HR, payroll and finance provider MHR is on a mission to make workplace learning a core part of organisations looking to accelerate their performance. Its People First Learning simplifies and automates essential training, supports everyday learning and builds the skills that matter across a workforce. It also targets low engagement and retention levels, offering personalised learning that empowers employees to take their growth into their own hands. Learning from others Learning is not a one-way street. And as the makeup of the people in any workplace or organisation is changing, that is becoming more and more important to leverage. With Gen Alpha soon to enter universities and workplaces, the first generation of true digital natives, they will bring new skills, approaches and expectations to an already five-generation environment. Mentorship and reverse mentorship can be an excellent tool to harness the skills and knowledge that the different generations can bring to the table. 'It's important to talk to people – even for 15 minutes – and see what stories they bring,' Warwick adds. 'I think those interactions between disciplines is where new ideas come from.' 'I've seen young people come in with a completely fresh outlook and a different way of doing things,' Botto says, which can provide a balance to more established viewpoints. 'The dynamic between those two groups is really positive; you've got someone coming in with new ways of thinking but they've got an older generation who might have gone through it already and have the organisational context.' The range of ages – from teens to those nearing retirement – captures the ethos and importance that lifelong learning plays. 'The world is continually fascinating,' Warwick reflects. 'The ability to stumble and to learn, not only from when things go well, but also from when things don't go well…I think it's a fundamental part of the human condition.'
