Younger workers excel in digital communication but fall short in critical thinking and creativity

Young workers may be lagging behind in critical thinking skills.

 

The following contribution comes from the HR Dive portal, which describes itself as follows: HR Dive offers in-depth investigative journalism and analysis of the most relevant news and trends shaping human resources. The newsletters and website cover topics such as talent acquisition, learning and development, diversity and inclusion, compensation, benefits, onboarding, and much more.

HR Dive is a leading publication of Informa TechTarget. Our business journalists generate insights and set the agenda for 14 million decision-makers in highly competitive industries.

The article is authored by Lara Ewen, a regular opinion contributor.

 

According to a Cangrade report, the three largest skills gaps in the young workforce represent “the most essential skills for humans in the age of AI.”

 

 

Summary: According to new research from Cangrade, an AI candidate selection platform, Gen Z and millennial workers may lack some key soft skills needed to succeed in AI-related roles.

 

Across all sectors, five soft skills appeared in the majority of AI-related job postings, with 83% requiring at least three, the report found. The assessment showed that younger workers scored 14% above average in communication and slightly below average in strategic thinking.

 

However, these workers scored 18% below average in critical thinking, 17% below average in attention to detail, and 10% below average in creative problem-solving, the report found.

 

In-depth analysis: The three largest skills gaps in the young workforce represent “the most essential skills for humans in the age of AI,” according to the report, which analyzed 200 AI-related job postings, nearly 72,000 validated workforce assessments, and 40 competencies.

 

In particular, the report highlighted that critical thinking skills—the area where younger workers showed the largest skills gap—are necessary in AI-driven work environments. This is because “human skepticism and judgment become non-negotiable” when dealing with systems that “generate reliable, but sometimes incorrect, results,” the report notes.

 

 

On the other hand, communication skills are a clear strength for Gen Z and Millennial workers.

 

This also represents what the report called a “core skill,” especially in companies where AI handles some tasks, but human workers interpret the results and provide effective guidance.

 

“AI makes execution easier, but it increases the importance of judgment,” said Gershon Goren, founder and CEO of Cangrade, in a statement. “If organizations assume that AI will compensate for reasoning deficiencies, they risk increasing errors rather than performance, and their teams will reflect that.”

 

To help Gen Z and millennial workers in their professional development, the report suggested measuring critical skills directly, rather than relying on resumes and interviews, which may not be accurate indicators of reasoning ability.

 

Furthermore, the report recommended investing in development training and carefully considering which essential skills each AI-supported job requires. “Not all AI-supported roles require all five skills equally,” the report added.

 

 

 

Why do young employees struggle with communication, and how can you fix it?

 

The following is a contribution from the ServiceSkills portal, which describes itself as follows: ServiceSkills has grown from a solid track record in learning and development. Its origins date back four decades to the Telephone Doctor customer service training program, featuring expert Nancy Friedman. This series of training materials has helped millions of people on six continents improve their communication with customers and colleagues. Today, ServiceSkills offers more than 300 eLearning modules, including fully updated versions of the Telephone Doctor series, now known as the Essential Customer Service & Phone Skills Series.

In short: Our carefully curated course library offers hundreds of micro-lessons on interpersonal skills with practical examples of how to communicate effectively. We offer affordable training packages for groups of 10 to 10,000 people. Every interaction impacts your brand’s reputation. An under-trained staff leads to frustrated customers, longer call times, and higher employee turnover. Our comprehensive training programs transform your team into confident, skilled professionals who consistently deliver exceptional service.

The authorship belongs to the team

 

Managers across all industries agree: new employees entering the workforce lack basic professional communication skills. Whether it’s writing a clear email, handling a customer call, or navigating a face-to-face conversation with a colleague, young workers arrive unprepared, resulting in a real cost to businesses.

 

 

Gen Z employees are perceived as lacking in satisfactory skills. The numbers bear this out.

 

According to an Indeed survey of more than 1,000 employers, nearly half (47%) believe Gen Z employees lack satisfactory communication skills. A Harris Poll survey revealed that 82% of managers say their Gen Z employees need additional support and training to develop interpersonal skills. And in a survey conducted by Intelligent of 1,243 business leaders, 40% described recent graduates as ill-prepared for the workforce, with 70% of those respondents citing communication skills and work ethic as the main weaknesses.

 

This isn’t about blaming a generation. It’s about recognizing a shift and responding with the right training before it damages client relationships, team productivity, and the bottom line.

 

Why do younger employees struggle with communication at work?

 

The communication gap isn’t a mystery or a character flaw. It has clear and identifiable causes, rooted in how this generation grew up and entered the workforce.

 

Generation Z is the first generation to grow up fully immersed in digital communication. Texting, social media, and group chats were the norm long before they ever set foot in an office. A Harris poll revealed that 65% of Generation Z workers admit to having difficulty conversing with their colleagues, not because they don’t care, but simply because they haven’t had the necessary practice.

 

Then the pandemic hit. Many of today’s younger employees were in high school or college when COVID-19 disrupted face-to-face interaction for over a year. Internships, part-time jobs, and everyday social experiences that previous generations used to develop their professional communication skills were lost. Distance learning replaced classroom participation. Online collaboration replaced in-person teamwork.

 

The result is a generation that is highly tech-savvy and comfortable communicating through screens,

but often unaware of the unwritten rules governing professional communication: how to structure a business email, how to greet a client on the phone, how to interpret body language in a meeting, or how to handle a difficult conversation with a coworker.

 

As a professor of business ethics at the University of San Diego explained to CNBC, Gen Z employees’ interpersonal skills have suffered because they have always communicated online, and the pandemic exacerbated this. The workplace communication norms that previous generations absorbed through years of in-person experience were simply not available to this generation.

 

What communication skills are new employees lacking?

 

The deficiencies manifest across three main channels: email, phone, and in-person communication. Each requires a different set of skills that many new employees never explicitly learned.

 

Email communication is often the first problem managers notice. New employees may write emails that are too informal, vague, or lack basic professional structure. Messages that resemble text conversations—short, fragmented, lacking context and a clear request—create confusion and undermine credibility with clients and colleagues. One study reveals that 36% of Gen Z professionals have more than 1,000 unread emails, compared to 18% of the general workforce. For a generation raised on instant messaging, email feels slow and unfamiliar, leading to delayed responses, missed messages, and poor formatting.

 

 

Phone communication is where the discomfort becomes most apparent.

 

Many young employees have barely used a phone for anything other than texting. Answering a business call, projecting a professional tone, actively listening, and handling a difficult or emotional caller are skills they’ve never had to develop. Managers report that new employees avoid the phone altogether if given the option, channeling everything through email or chat, even when a phone call would resolve the issue in two minutes.

 

In-person communication presents its own challenges. Maintaining eye contact, sensing the environment, tailoring tone to the audience, and handling spontaneous conversations can be deeply uncomfortable for employees who spent their formative years communicating through screens. Conflict resolution is a particular weak point: younger workers tend to prefer direct, concise communication and may take constructive criticism personally, making it difficult to manage difficult conversations.

 

How does poor communication affect customer service and business results?

 

This isn’t just an internal frustration. Poor communication has a direct and quantifiable impact on revenue, customer retention, and operational efficiency.

 

The financial cost is enormous. Grammarly’s «State of Business Communication» report revealed that poor communication costs U.S. companies approximately $1.2 trillion annually. A study by Axios HQ puts the cost per employee of ineffective communication at between $10,000 and $55,000 per year, depending on salary level. For a 100-person company, this could mean millions of dollars lost due to unclear emails, poorly handled customer calls, and inefficient internal handoffs.

 

 

 

The damage to customer service is equally significant. A Project.co study found that 66% of customers have stopped doing business with a company and switched to a competitor due to poor communication. One in five business leaders says they have lost deals directly because of communication breakdowns. When a new employee sends a confusing email to a client, makes mistakes in a phone interaction, or fails to follow up properly, it doesn’t just affect that individual, but the entire organization.

 

Internally, the consequences multiply. Teams waste time clarifying misunderstandings, managers spend extra hours training and remediating, and employee engagement declines. According to Gallup’s «State of the Global Workplace» report, disengaged employees—many of whom cite communication problems as a contributing factor—cost the global economy approximately $438 billion in lost productivity.

 

Costs incurred by the company

In short: every unclear email, every awkward phone call, and every misunderstanding among team members represents a cost your company is incurring, whether you realize it or not.

 

How can managers help junior employees improve their communication skills?

 

The good news is that these are skills that can be learned, not innate traits. Managers who take a proactive approach—rather than waiting for problems to arise—can quickly bridge the gap.

 

Set clear expectations from day one. Don’t assume new employees know the basics. Clearly explain how your organization communicates: expected response times for emails, how to answer the phone, and when to use email, chat, or a phone call. What seems obvious to seasoned professionals is entirely new territory for many recent graduates.

 

Model the behavior you expect. Junior employees learn communication norms by observing those around them. If managers send professional, well-structured emails and handle phone calls with a consistent, courteous approach, new employees will pick up on those patterns. If managers resort to monosyllabic messages in Slack and avoid the phone, don’t be surprised if your team does the same.

 

Provide specific, constructive feedback. Telling someone their email was «unprofessional» isn’t helpful if they don’t understand what it means to be professional. Point out specific elements: «This email needs a greeting, a clear explanation of what you need, and a timeline. Here’s an example.» Specific training develops skills faster than general criticism.

 

Invest in structured training.

 

Mentoring and modeling are important, but they aren’t scalable or consistent. Structured communication training gives all employees the same foundation, covers real-world situations they’ll encounter, and provides a framework they can refer to and practice repeatedly.

 

What kind of training helps new employees develop professional communication skills? Effective communication training for new employees must be practical, scenario-based, and specific to the situations they will actually face on the job. Generic «soft skills» workshops that only talk about the importance of communication don’t work. What does work is training based on real-life work situations: handling a disgruntled customer on the phone, writing a professional email that delivers results, managing a difficult conversation in person—where employees can see the correct approach modeled and practice applying it.

 

The most effective training programs share some characteristics: they are available on demand so employees can learn at their own pace, they use short modules that fit into the workday, and they cover specific skills rather than general concepts.

 

 

ServiceSkills offers targeted eLearning courses designed specifically for this challenge. The Telephone Doctor Customer Service series builds telephone skills from the ground up: professional greetings, tone of voice, active listening, handling difficult calls, and call management techniques that transform awkward phone interactions into confident ones. Email Matters directly addresses the written communication gap, teaching employees how to write clear, professional emails that reflect well on their organization. The Essential Customer Service & Phone Skills Collection provides a comprehensive foundation covering communication across all channels.

 

For managers facing the conflict resolution gap, the What To Say When Conflict Resolution Series provides employees with specific language and frameworks for handling difficult conversations—one of the skills new employees struggle with most. And to develop the emotional intelligence that underpins all effective communication, the Leveling Up Empathy course helps employees interpret situations, understand perspectives, and respond appropriately.

 

These aren’t one-hour seminars that employees forget the next day. These are short, concise micro-lessons and scenario-based courses that employees can complete at their own pace and immediately apply to their work.

 

How do you measure improvements in employees’ communication skills?

 

Training only works if you can track progress and demonstrate results. The good news is that improved communication is reflected in metrics you’re likely already monitoring.

 

Customer satisfaction scores are one of the most direct indicators. When employees communicate more clearly and professionally—by phone, email, and in person—customer feedback improves. It’s important to track CSAT or NPS scores before and after training to quantify the impact.

 

Complaint and escalation rates tend to decrease significantly when frontline employees have better communication skills. Fewer misunderstandings mean fewer follow-up calls, fewer manager interventions, and fewer negative reviews.

 

Internal efficiency metrics also reflect improvement.

 

When employees write clearer emails and communicate expectations more effectively, teams spend less time clarifying and correcting, and more time on productive tasks.

 

Employee confidence and engagement are harder to quantify, but equally important. Managers consistently report that employees who receive structured communication training are more willing to take calls, feel more comfortable in meetings, and are more confident handling difficult interactions. That confidence translates directly into better performance and higher employee retention.

 

The key is to establish a baseline before training begins so you can measure the actual change, not just wait for it.

 

 

Frequently Asked Questions: Is it appropriate for employees to text customers instead of calling them? It depends on your industry and customer expectations. Some companies successfully use text messages for appointment reminders or quick updates. However, for customer service, problem-solving, and relationship building, phone calls and email remain the professional standard in most industries. Training employees to handle both channels confidently ensures they can serve customers wherever they are.

 

 

How long does it take to train employees in professional communication skills? With on-demand e-learning, employees can start applying new skills almost immediately. Most courses and micro-lessons are completed in 10-20 minutes, making it easy to integrate training into the workday. A significant improvement in daily communication is usually visible within a few weeks of consistent training.

 

What is the biggest communication mistake new employees make? Using the same informal tone across all channels and with all people. An email to a client shouldn’t be like a text message to a friend, and a phone call with a frustrated client requires a different approach than a quick Slack message to a teammate. Learning to adapt tone and formality to the situation is one of the most valuable skills new employees can develop.

 

Should communication training be mandatory for all new employees? Yes, and not just for those who work in customer-facing roles. All employees communicate internally via email, phone, and in person. Poor communication among team members creates the same friction, confusion, and lost productivity as poor communication with customers. Integrating communication training into the onboarding process establishes a consistent standard across the organization.

 

Ready to bridge the communication skills gap in your team? ServiceSkills’ eLearning platform provides your employees with the practical training they need to communicate professionally across all channels: phone, email, and in person. [Start your free trial] and discover the difference structured communication training makes.

 

 

We asked executives what skills young workers are lacking. Here’s what they said.

The following contribution comes from the Education Week website, which describes itself as follows: Since 1981, Education Week has been America’s most trusted source of information on elementary and secondary education. More than 1.6 million readers. National coverage. From teachers and principals to district leaders across the country. Education Week’s diverse audience turns to us for the most up-to-date information on elementary and secondary education in the U.S., as well as innovative and valuable tools and solutions.

This piece is by Jennifer Vilcarino, a digital news reporter for Education Week. Previously, she was a news intern at ABC News in New York City, where she wrote and produced reports on breaking news, education, and other topics. Before that, she worked as a multimedia associate at the Americas Society/Council of the Americas, where she produced videos and articles on Latin American politics, with a focus on Peru and the Latino vote. She graduated in 2022 from George Washington University’s School of Media and Public Affairs with a bachelor’s degree in political communication.

 

 

Senior executives at U.S. companies recognize that technical skills are crucial for success in the workplace in the age of AI.

 

But when asked what kind of skills are lacking among their younger workers, many point to so-called «soft skills,» such as communication, problem-solving, and collaboration. Adaptability, focus, and empathy are also on the list.

 

Digital literacy—which some might describe as both a technical and a soft skill—is also a priority for senior executives at U.S. companies.

 

Teacher burnout is real. What are the causes, and how can it be prevented?

Teachers share their tips for avoiding burnout.

To better understand how schools can help address skills gaps in the workplace, Education Week contacted senior executives at U.S. companies across various sectors.

 

We asked them: What interpersonal and/or technical skills gaps do you see in young workers in your industry?

 

(In a related question, we asked how schools can provide more relevant, work-oriented learning experiences for students. See the responses to that question here.)

 

Below are their responses to the skills gaps question. They have been edited for brevity and clarity.

 

 

Bryan Quick, Director of Talent Acquisition at Abbott, a global healthcare company

 

Young professionals are incredibly talented and highly skilled, but they often need to strengthen fundamental skills such as interpersonal communication, independent decision-making, and the creative application of their knowledge—for example, when they need to ask questions, challenge assumptions, or propose new ideas. It doesn’t take much to point them in the right direction, but we’ve found it helpful to provide younger employees with tips on public speaking and group presentations, email etiquette, and online professionalism. At Abbott, we have a program called Career Rx, designed to support our employees in these areas, and we’ve seen it help them develop the confidence needed to become more effective communicators and collaborators.

 

We’ve also observed that, despite being digital natives, young professionals are often discouraged from using emerging technologies like AI in academic settings. However, in the workplace, these tools are powerful and constantly evolving resources. Organizations like Abbott must create safe and structured opportunities for students to explore and apply AI tools in ways that achieve our goals while adhering to ethical standards.

 

 

Brandee McHale, Chief Investment and Community Development Officer at Citi and President of the Citi Foundation

 

The next generation faces a rapidly transforming job market. The profound transformations brought about by AI and new technologies are poised to fundamentally reshape the job market and every aspect of our economic lives.

 

At Citi and the Citi Foundation, we have recognized the growth potential of those who embrace AI, and we invest in their training and encourage them to do the same. We believe it is essential that AI complement human ingenuity, becoming integrated into how we serve our clients and our communities. Young people entering the financial services sector or community development must learn to leverage these technologies without losing the human element that AI cannot replace: collaboration, leadership, empathy, and adaptability. Those who learn to do both today will be better prepared for the opportunities of tomorrow.

 

Laura Slover, Managing Director of Future Skills at ETS, a global education and talent solutions organization

 

In today’s job market, both technical knowledge and essential skills are required. While many young people enter the workforce with strong technical skills, they may lack experience communicating in diverse environments, solving complex problems in real time, and adapting to rapid change.

 

What’s missing isn’t necessarily talent, but rather experience in collaboration, strategic thinking, adaptability, and, increasingly, AI knowledge. These are the skills that transform capable individuals into high-performing employees.

 

Melonia da Gama, Director of Training Programs at Fortinet, a cybersecurity company

 

Regarding technical skills, there is a significant shortage of cybersecurity experts in the job market. Candidates with experience in cloud security and AI-based security are in high demand, and that demand is growing exponentially. For the younger generation, this represents a clear opportunity: to obtain industry-recognized cybersecurity certifications and training, in addition to any formal academic education, to ensure they have the latest skills and knowledge and stay ahead of the curve.

 

Maureen Heymans, Vice President of Learning and General Manager of LearnX at Google

 

In the tech industry, the most important skills young workers need to develop are not only technical, but also interpersonal and strategic: the human skills of teamwork, critical thinking, creativity, and effective communication by interpreting the environment and developing empathy with colleagues.

 

Many struggle with ambiguity, managing conflicting feedback, and synthesizing complex information to form an independent viewpoint. While young workers are digital natives, they may lack the confidence to question product approaches, ask tough questions of more experienced individuals, or push a project forward without clear, step-by-step guidance. They excel at executing defined tasks, but they need more practice in practical, complex, real-world skills, such as creative problem-solving, in-depth research, and confidently articulating a strategic position.

 

To succeed in our ever-changing world, young people need autonomy, setting goals and developing strategies that help them build adaptability, resilience, and confidence for a fulfilling career.

 

In the technical field, today’s engineers can add value not only by programming, but also by using their deep industry knowledge to ask the right questions and take AI to the next level, creating truly useful products and experiences for people.

 

 

Lydia Logan, Vice President of Education and Workforce Development at IBM

 

The next generation brings energy, curiosity, and digital confidence, but significant gaps remain in AI readiness and advanced skills. Many are comfortable with technology, but haven’t yet mastered it. Students use digital tools, but lack the ability to apply them strategically to solve real-world problems.

 

Basic interpersonal skills—active listening, constructive feedback, collaboration, and adaptability—are also crucial in today’s hybrid and ever-changing work environments. Resilience, professionalism, and comfort with technology are essential.

 

IBM SkillsBuild offers free training in AI, data literacy, interpersonal skills, and project management to help close these gaps and prepare students for the future of work.

 

Dave Zasada, Vice President of Education and Corporate Responsibility at Intuit, a global financial technology platform.

 

Financial literacy and confidence in financial decision-making are two key skills missing among young workers. A surprising 88% of Americans say that high school didn’t prepare them for the ability to manage money. This represents a significant skills gap, particularly for nearly two-thirds of entrepreneurs aged 18 to 35 who have started or plan to start a side business to supplement another income stream, and for the many young people who will seek employment in financial services.

 

At the same time, we also observe that many young workers today lack the practical, real-world experience that is essential for developing interpersonal and technical skills. The combination of these factors makes it difficult for young people to enter the workforce with competence and confidence.

 

—Duwain Pinder, Partner at McKinsey & Company, a global management consulting firm.

 

According to manufacturing experts we spoke with, skills such as basic math, problem-solving, digital literacy, creative thinking, and analytical thinking are critical for young workers to possess before entering the job market. However, according to some employers and industry groups, these skills appear to be in short supply in the U.S. manufacturing job market.

 

Deirdre Quarnstrom, Vice President of Education at Microsoft.

 

As AI becomes increasingly integrated into organizations, it’s essential that young workers demonstrate both AI knowledge and interpersonal skills. According to Microsoft’s 2025 Workforce Trends Index, AI literacy is now the most in-demand skill, with 51% of managers saying that AI training or development will become a key responsibility for their teams within the next five years. We’ve observed that our interns and recent graduates recognize that AI can accelerate their integration, reduce time spent on routine tasks, and increase their pace of innovation, but they have questions about where to use it in their work and how to validate and cite it responsibly.

 

AI readiness empowers workers to discuss how they use AI and apply best practices in validating results. Furthermore, interpersonal skills such as adaptability, emotional intelligence, and creative and collaborative problem-solving are essential in today’s rapidly evolving workplace. As AI creates opportunities to redefine roles and responsibilities, younger workers need to be agile learners who can adapt to change, approach tasks with empathy, and work effectively in teams, especially in environments where humans and AI co-create solutions. All workers who combine technical knowledge with curiosity and strong interpersonal skills truly stand out.

 

Jennifer Vilcarino (Follow)

Digital News Reporter, Education Week

Jennifer Vilcarino is a digital news reporter for Education Week.

 

 

 

Young professionals struggle to adapt socially to the workplace: educators can help.

 

The following contribution comes from The Conversation, which describes itself as follows: The Conversation is a non-profit, advertising-free, and open-access editorial platform that provides media outlets and readers with informative articles and analyses written by the academic and research community.

Our team of editors, specialized journalists, supports and guides experts in conveying their knowledge to readers in clear, concise, and accessible language.

The content is authored by the team.

 

Despite ongoing concerns about how artificial intelligence will affect employment, research shows that employers increasingly value something only human workers can provide: soft skills. These include the ability to communicate with colleagues, build trust, and manage conflict.

However, these essential skills are often neglected in traditional higher education. The primary goal of universities is to train students to become experts in their fields, but they often fail to adequately prepare them for the social and emotional demands of the workplace.

 

his disconnect is not a mere oversight. It is a fundamental flaw in how universities prepare young professionals for success. At best, it creates a communication gap between younger and older workers. At worst, it impacts young people’s job performance and mental health as they struggle to prove themselves.

 

 

A Case Study

Let me introduce you to a young woman I taught. Let’s call her Emily to protect her privacy. She embodies the qualities and challenges many employers have observed in their newly hired young employees.

 

Emily graduated with honors from a public university, eager to make an impact in her new role at a dynamic startup. However, she soon faced unexpected challenges.

 

After graduating, she frequently came to my office and told me she found it difficult to connect with her colleagues and express her ideas in team meetings. This lack of connection was compounded by her unfamiliarity with the company culture, including the hierarchy and how to communicate with colleagues and managers. She misinterpreted feedback as criticism instead of advice and struggled to communicate her ideas clearly and precisely. She also had difficulty managing conflicts in the office.

 

As the weeks went by, Emily’s anxiety increased. She felt pressured to prove herself. Meanwhile, her attempts to contribute innovative ideas were often met with confusion or resistance, further complicating her integration into the team.

 

Her managers grew increasingly frustrated by what they perceived as Emily’s inability to communicate effectively.

 

Accustomed to clear and direct communication, they considered Emily’s attitude to be distant. Emily vented her frustration in chats and online apps, like Snapchat, and even made a TikTok video about it, instead of speaking to her boss privately. This only widened the gap between her and her employer.

 

A Growing Challenge in the Workplace

Emily’s experience is not an isolated case. It represents a growing challenge faced by young professionals transitioning from the structured environment of education to the unpredictable terrain of the working world. This transition period can overwhelm recent graduates, who find themselves unprepared for the realities of professional life despite their academic achievements.

 

The transition from student to employee often generates anxiety, stress, and frustration. The high expectations placed on young workers to adapt and perform quickly, often without sufficient support, exacerbate these feelings.

 

In Emily’s case, her sense of isolation increased, and she began to believe she wasn’t reaching her full potential. Lacking solid mechanisms to cope with difficulties, she became increasingly stressed, which further impaired her ability to perform and communicate effectively.

 

 

 

 

 

 The difficulties young professionals face in integrating into their jobs also have repercussions on the broader work environment.

 

One of Emily’s main challenges was communication at work, where the generational gap between young professionals and their more experienced colleagues often led to differences in communication styles and expectations.

 

While older generations may prefer direct, face-to-face communication, younger workers, like Emily, are more accustomed to digital communication. They may turn to social media platforms, such as X and Snapchat, for feedback and support.

 

This generational gap can lead to misunderstandings and frustrations on both sides. In Emily’s case, her tendency to seek feedback online was perceived by her employer as unprofessional. These discrepancies highlight the need for better preparation and understanding of workplace dynamics, starting at university.

 

A Way Forward

While teaching social-emotional skills is a well-established practice in primary and secondary education, it has not been as readily adopted in higher education. I believe this represents a missed opportunity. Research shows that while social-emotional learning in primary and secondary education can be effective, children continue to experience high levels of anxiety and stress, especially since the pandemic. Universities could—and should—pick up where primary and secondary education leaves off and continue preparing students to manage their stress and the pressures they will face in the workplace.

 

Educational programs that offer practical experiences, such as internships, provide valuable opportunities for students to use their skills professionally and develop essential interpersonal skills. But educators can also help develop these skills in the classroom. As a researcher with extensive experience in education and student services, here are some ways to achieve this goal:

 

Prepare students for the real world through role-playing simulations. For example, students could act as members of a startup or corporate team, where they must not only perform business tasks but also manage interpersonal conflicts, negotiate, and make decisions.

 

Create feedback loops where students practice giving and receiving constructive feedback with their peers. This helps students develop communication skills, emotional resilience, and the ability to handle criticism gracefully—a key skill in the workplace.

 

Offer leadership courses focused on emotional intelligence.

 

These courses would teach students to lead effectively under pressure, balancing task completion with team well-being and emphasizing empathy and adaptability.

 

Incorporate mental health education and resilience training into the curriculum. This will provide students with the necessary tools to manage stress and maintain well-being at work.

 

The transition from education to the world of work is complex and challenging. By cultivating emotional intelligence, communication skills, and adaptability, educators can help prepare students for the realities of professional life and facilitate their integration into today’s job market.

 

 

The Future of Work: Why Critical Thinking and Interpersonal Skills Are Key

The following contribution comes from the GetSmarter portal, which describes itself as follows: GetSmarter offers market-oriented executive education courses in partnership with edX, a 2U company, which provides online education from leading universities and institutions worldwide to transform the lives of thousands of students around the globe. GetSmarter’s online certificate courses are designed to boost your career and fit your lifestyle. Each course is taught by experts, offers comprehensive support, and is community-based, helping you develop essential career skills.

 

edX offers high-quality online education and services, from free courses to degree programs. To learn more about our approach to lifelong learning, visit edX.org.

 

Author: Team.

 

 

The rise of big data, automation, artificial intelligence (AI), and robotics raises questions about what our future of work and business will look like. As we move toward an even more digital age, both companies and employees are asking: To what extent will technology replace human intelligence and make jobs obsolete? Preconceived notions about automation and unpaid work are giving way to a deeper understanding of their challenges in the workplace.

 

GetSmarter, a brand of 2U, Inc., produced the report «The Future of Work Is Here» to help professionals and organizations address these challenges. The research presents the results of more than 8,000 respondents in 106 countries. With additional information gathered from more than 100,000 students over the past 12 years, the report provides comprehensive data on how the workplace is changing as attitudes and values ​​evolve. It also reveals that the most valued skills for the future will not be technical, but rather those that cannot be performed by machines, such as critical thinking and leadership. Furthermore, increasing importance is being placed on interpersonal or soft skills, something that human resources, training and development, and talent management departments—particularly those responsible for recruitment—are taking very seriously.

 

While machines may take over many technical tasks, employers and employees will increasingly value uniquely human skills. This will likely lead to more creative and people-centered jobs, requiring a higher degree of social and emotional intelligence, as well as negotiation skills.

 

In an increasingly technological work environment, develop your practical negotiation skills by exploring strategies and real-world case studies in the Yale School of Management Executive Education’s online Negotiation Strategies program.

 

Debunking Myths About the Future of Work

Despite widespread fears of redundancy, people remain central to the future of work. As technology takes over routine tasks previously performed by humans, more opportunities arise for companies to harness the previously untapped creativity and innovation of their people and prioritize humanity and emotional intelligence in the workplace. For people to thrive, it is important for companies to invest in programs and skills development that foster trust, recognition, respect, autonomy, and equity.

 

To achieve this, it is necessary to address and debunk some of the myths that have emerged and to position the role of human beings as a fundamental component.

 

Myth 1: Machines will be superior to humans. Technology can take over the most routine tasks, but it also creates opportunities for organizations and employees to be more creative and innovative.

It can also give people the time and space needed to improve their leadership, interpersonal, and problem-solving skills—essential talents for navigating an increasingly complex world. Ultimately, humans will have the capacity to be better people.

 

Myth 2

Technological skills are the most important.

GetSmarter respondents agree that the two most important skills in the future will be analytical or critical thinking and leadership. Furthermore, those responsible for recruitment seem to understand the importance of interpersonal skills much better than their colleagues in other departments. Demand for social and emotional skills is projected to grow by 26% in the United States and 22% in Europe by 2030 across all sectors.

 

Myth 3

Project-based work and remote work are the same thing.

Before COVID-19 forced employees to work remotely, it was estimated that nearly two-thirds of companies already employed full-time remote workers.⁴ This figure has only increased in recent months. In contrast, only 9% of respondents from both staff and HR indicated that they hire project-based workers (part-time workers without a formal contract) to fill skills gaps in their teams. While previous research hasn’t always distinguished between the two, the pace of remote work adoption is expected to far outpace the pace of gig economy adoption by companies.

 

Myth 4

The responsibility for learning lies with employees.

GetSmarter research revealed that employees feel individually responsible for continuous learning, while talent management and HR consider it a company or shared responsibility. This misalignment can mean that employees are unaware that their employer is willing to support their learning. To remedy this, human resources, learning and development (L&D), and talent management departments must lead the change within organizations and create a culture of continuous learning.⁵

 

Myth 5: Millennials will replace baby boomers in the workforce.

In 2018, for the first time in history, people aged 65 and over outnumbered children under five worldwide.⁶ Thanks to improved healthcare and quality of life, human life expectancy is increasing, meaning more people are working longer. Therefore, a greater concern should be the creation of multigenerational workforces and the challenges this entails.

 

 

Myth 6: The mass labor fallacy.

There is a notion that the more work machines do, the fewer jobs there will be for people. In reality, the number of jobs adjusts over time as technology creates new needs and wants, resulting in additional positions. However, it is important to note that when technological changes occur, not everyone will have the skills or opportunities to adapt to these new roles. The government, legislators, and influencers will need to implement programs to ensure a smoother transition in the short term.

 

The Impact of Technology on Human Life

Automation and AI are already a reality, as is the ongoing debate about technology and its impact on work. But this does not mean that humans have lost their decision-making power; the choice to use robots to perform tasks is ultimately in our hands. Rather than replacing entire jobs, it is believed that they could improve the work experience for professionals. Routine tasks are delegated to robots, while creative tasks are left to humans.⁸ Automated work can improve our lives through better and more affordable products and services, while also creating a new generation of jobs for people capable of working alongside technology.

 

Automation can help people enjoy a productive working life.

 

Technology influences every aspect of modern life. However, the COVID-19 pandemic, which forced many people to connect to the internet and socialize through screens, has highlighted the fundamental importance that technology has acquired in our lives.

 

As machines work to enhance our experiences and allow us to focus on more productive tasks, business leaders must consider how to integrate AI into the workplace. To achieve human productivity and business objectives, key actions include: reallocating resources, investing in employee training and reskilling, and, on a larger scale, promoting new models of education and lifelong learning.⁹ While some technological innovations have been present in the workplace for some time, they are increasingly being used in new and exciting ways. In some cases, modern, cutting-edge tools such as video games, interactive applications, and smartphones have already replaced older or obsolete technology, improving productivity, efficiency, and mobility.

 

 

 Humans are strategic; machines are tactical.

When analyzing the impact of technology on the economy, business, and society, studies reveal that changes in skills are not a new phenomenon; in fact, the workforce has been affected at least since the First Industrial Revolution.

 

But the adoption of automation and AI marks a very different acceleration than in the past. Suffice it to say, the more technical the job, the more technology can perform it. In other words, machines are geared toward tactical applications.

 

On the other hand, work that requires a high degree of imagination, creativity, and strategic thinking is more difficult to automate: computers are experts at optimization, but they struggle to set goals or even use common sense.

 

Technology will replace some jobs, but not the people who performed them or the tech-savvy professionals who are comfortable in digital environments. For example, ATMs took over several tasks previously performed by bank tellers, making their functions redundant, but at the same time giving existing workers the opportunity to enhance their skills and offer a wider range of financial services. As American economist James Bessen points out, “The problem is that people are losing their jobs, and we are not providing them with the skills and knowledge they need to prepare for new ones.”

 

The immediate need, then, is to rethink the structure and characteristics of the workforce and generate a new human resource development agenda that is both technological and human-centered.

 

 

Not all skills are created equal.

Participants in the GetSmarter research agree that analytical and critical thinking are the most valued skills in the workplace, both now and in the future, while technical skills fall somewhere in between, and digital skills rank last. Discover below what these skills entail:

 

To better leverage these people-centric skills, companies across all sectors need leaders who communicate persuasively and effectively, achieve business objectives, influence various stakeholders, and drive positive change. The Cambridge Institute for Sustainability Leadership (CISL) intensive online course, «Communication for Influence and Impact,» offers comprehensive information and a variety of tools for developing effective communication skills.

 

The Most Valued Skills of the Future

In its research, GetSmarter assessed the current and future value that people place on different skills by asking the following questions:

 

Which of the following skills do you currently value most in employees? Or which of the following skills does your employer currently value most?

 

Which of the following skills do you anticipate will be most valuable to your organization in the next 18 months?

 

Every professional, regardless of their position or role, should start preparing for the increased value placed on uniquely human skills. GetSmarter data reflects a widespread consensus across generations and hierarchical levels that analytical and critical thinking skills will be even more valuable and in demand in the future. The relatively low value respondents placed on technical skills is likely due to the expectation that machines will handle technical tasks, leaving cognitive and creative tasks to humans.

 

 

Analyzing the data by generation reveals that Generation Z youth value technical skills and digital competence far more than other groups. As digital natives, this is to be expected. However, they also agree that analytical and critical thinking skills are the most valuable overall, followed by interpersonal skills. This demonstrates that even the digital native generation recognizes the value of uniquely human skills.

 

 

As a result of this constantly evolving business landscape, there is a growing need for highly skilled leaders who can address these complex challenges and empower their teams to achieve success. The Oxford Executive Leadership Programme, from Saïd Business School at the University of Oxford, combines theory and practice, focusing on refining your leadership skills and defining your purpose in line with your company’s strategic focus.

 

The ability to think analytically and critically, lead teams, and build productive interpersonal relationships are key factors that will enable a candidate to excel in the workplace of the future. These skills are identified as the areas where the greatest skills gaps currently exist.

 

Organizations must ensure that education and employment adapt to the needs of a changing world, where continuous learning and the acquisition of new skills are integral to professional life. The GetSmarter Skills Hierarchy offers five key areas as a guide to identify areas where the workforce may need to improve or update their skills in the near future to remain relevant.

 

 

The Future of Work Is Human

In times of rapid change and uncertainty, people have become the most valuable asset for businesses. The ability to balance work and personal life, with the help of technology, will be a key factor in shaping people’s lives over the next decade. Businesses and employees can prepare for the future of work by aligning their purpose, culture, vision, and values ​​with the needs of the evolving work environment and preparing for a new division of labor between humans and machines.

 

How prepared are you for the future of work?

 

Discover the rest of this blog series here.

 

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New research reveals that young people entering the job market lack soft skills, such as communication and resilience

 

The following contribution comes from the HR News portal and is authored by the team.

 

 

 

New research shows that young people entering the UK job market lack essential soft skills, such as communication, resilience, and the ability to cope with setbacks.

 

Soft skills crisis for UK employers

 

The study, commissioned by Inspiring Learning, experts in outdoor education, and involving 2,000 people (including 590 employers), reveals that the skills gap is having a negative impact on workplaces across the UK. This includes reduced employee engagement and communication, as well as lower resilience to change. When asked what skills employers look for in new employees, soft skills far outperformed technical skills. For example, employers valued teamwork (55%) and communication (52%) almost twice as much as computer skills (26%).

 

 

The Communication Gap

 

Research shows that the biggest soft skills gap is among the 18-25 age group/Generation Z. In fact, employers observed that more than a third of their Gen Z employees lacked communication skills (37%), and more than a quarter lacked resilience (28%) and problem-solving skills (27%).

 

This lack of communication is having a direct impact on key job skills: almost a quarter (24%) of 16- to 24-year-olds dislike making phone calls and sometimes avoid them altogether. Millennials (25- to 34-year-olds) are also reluctant to use the phone, with 21% avoiding it whenever possible. Six percent of 16- to 24-year-olds prefer to stop using their phones and communicate exclusively with emojis.

 

Why is this problem so prevalent in the UK?

 

Almost half (43%) of those surveyed felt they weren’t taught soft skills during childhood, skills necessary to prepare for adult life. This trend extends to the workplace: more than a quarter (27%) of British workers receive no support in developing soft skills, and almost half (43%) don’t participate in any external training or team-building activities.

 

Alex Williamson, CEO of Inspiring Learning, comments:

 

“These findings highlight a significant gap in workplace skills development. However, simply telling young people to ‘toughen up’ won’t get us anywhere. We need to prioritize developing soft skills such as resilience and problem-solving, and give them the tools to thrive in this uncertain world.” “The soft skills they learn in their youth can prepare them for life and for careers that don’t yet exist,” said Alex Williamson, CEO of Inspiring Learning.

 

Why are soft skills necessary?

 

When asked what worries Generation Z most about their professional future, the second most cited concern was that AI would replace their jobs (16%). However, soft skills such as communication, problem-solving, creativity, and collaboration are indispensable and enable seamless interaction between humans and AI, driving innovation and preparing the workforce for the future.

 

The 5 most important skills for our survival were:

 

Having a positive attitude toward life

Working well in a team

Empathizing with others

Knowing how to use the internet

Being courageous and taking risks.

 

 

 Dr. John Allan, Senior Research Fellow at Sheffield Hallam University’s Institute for Higher Education, added: “The importance of learning through outdoor adventure in a society dominated by digital screens and AI is undeniable. Research shows that being in contact with nature helps relieve stress and generate positive emotions, such as mindfulness and calm. Our outdoor courses have achieved immediate and lasting improvements in young people’s resilience and well-being, encompassing a range of soft skills. These attributes are crucial when young people enter the workforce, bridging the skills gap and creating a nation of soft-skilled individuals.”

 

How to improve your soft skills

 

Inspiring Learning has created a “soft skills test” so Britons of all ages can assess their soft skills and find out if they need support. Take the test here.

 

Inspiring Learning aims to enhance people’s soft skills by offering evidence-based experiences that generate immediate and sustained positive change in behavior, improving these skills and fostering more resilient, positive, and effective work teams.**

 

For more information about Inspiring Learning and its soft skills development programs, visit

 

 

 

 

Why have the social and verbal skills of some Generation Z workers declined?

 

The following article comes from Forbes and is authored by Edward Segal, Senior Contributor. Edward Segal covers news, topics, and issues related to crises.

 

According to career advisors and leadership experts, remote work and learning have put some members of Generation Z at a disadvantage in the workplace. These issues could pose an additional challenge for executives managing this growing segment of the workforce.

 

Some young people in Generation Z who rely on technology to communicate and interact with others have experienced a decline in their social and verbal skills. A recent study, for example, revealed that among young Generation Z participants surveyed in Canada who worked or studied remotely:

 

More than 50% felt their social skills had declined.

 

25% reported that their verbal skills had worsened.

 

The survey, conducted with 1,518 Canadians between January 30 and February 2, 2024, was carried out by Censuswide for Preply, an online language learning platform.

 

 

The Impact of the Virtual World

 

“The reduction in [face-to-face] interactions has particularly affected Generation Z, as many were studying during the pandemic. As a consequence of the virtual world, they have missed crucial opportunities to develop and practice their communication skills,” Preply stated in a press release.

 

“This lack of exposure affects their ability to interpret social cues, engage in spontaneous conversations, and build interpersonal relationships,” noted Christine Byrne, a public relations executive at Looq AI, in an email.

 

“Despite their digital proficiency, I have observed that some Generation Z workers struggle with certain verbal and social skills,” commented Shena Mistry, a career and leadership coach, in an email.

 

«For example, a young professional might excel in a virtual presentation but falter during a face-to-face meeting, struggling to maintain eye contact or express their ideas clearly. Others may find it difficult to give and receive feedback effectively, leading to misunderstandings within teams.» “I recall a case where a highly skilled Gen Z employee, during an in-person feedback session, was more focused on their phone than on the conversation, missing crucial information from their manager,” he observed.

 

“Lack of Self-Awareness”

“In the workplace, and previously in college, we’re seeing less confidence in normal interpersonal interactions and, even worse, a lack of self-awareness about deficiencies in those skills,” Scott Silverman, dean of external and continuing education programs at Santa Monica College, said via email.

 

Lost Development Time

“They lost a lot of key development time because of COVID-19,” said Phoebe Gavin, a leadership coach, via email. Gen Zers “didn’t have the opportunity to absorb professional norms as they normally would in in-person internships and their first jobs.”

 

 

“Because of remote work, they didn’t receive much of the passive social learning that comes from simply being in a space with people who reflect the prevailing social and communication norms of that environment,” she noted.

 

Sylvia Johnson, director of methodology at the language learning platform Preply, shared her advice on how business leaders can foster communication skills in the workplace.

 

Invest in communication training

 

“Nearly 30% of Gen Z employees have not received training to improve their communication skills. Employers should invest in comprehensive communication training programs that cover both verbal and nonverbal skills. This can include workshops on public speaking, effective meeting management, and courses on interpreting body language,” Johnson said in a statement.

 

Encourage open communication

“It’s essential to create a work culture that promotes open communication and feedback. Mentoring programs can be especially beneficial, as they connect less experienced employees with seasoned professionals who can guide them in developing their communication skills,” he advised.

 

Provide opportunities to practice

“Ultimately, employees need the opportunity to practice. This could be through team-building activities, workshops, or regular in-office days that encourage face-to-face communication and relationship building.

 

“A hybrid work model allows employees to benefit from both in-office and remote work. This balance can help them practice and improve different aspects of communication,” Johnson concluded.

 

 

 

 

A new survey reveals that traditional university education is failing to prepare students for the workforce

 

The following article is from Hult International Business School and was written by Erin Brown, a member of the team.

 

#ProfessionalDevelopment #UniversityStudies

 

Recent graduates and HR leaders agree that educational institutions are falling short of expectations, at a high cost to both parties.

 

A new survey sponsored by Hult International Business School reveals that traditional university education programs are not adequately preparing students for the workforce, to the detriment of both employees and companies.

 

The surprising results from respondents—including less than a quarter (24%) of recent graduates claiming to have all the necessary skills for their current position—highlight the need for a new strategy from traditional degree programs. The survey also revealed that 77% of recent graduates claim to have learned more in six months on the job than during their entire university career. And a resounding 96% of HR leaders believe that educational institutions should take greater responsibility for staff training.

 

 

Key Findings

 

The key findings of the new survey, which polled 800 HR leaders and 800 full-time employees (1,600 respondents in total) from U.S. organizations, offer a better understanding of the employment situation for younger workers. The employees surveyed were between 22 and 27 years old, held full-time positions in the business sector, and had earned a college degree within the past three years. Key findings include:

 

The majority of recent graduates say their traditional college education disappointed them:

 

77% say they learned more in six months on the job than in their four years of college.

 

85% wish their college had better prepared them for the workforce, and only 24% say they have all the skills needed for their current position.

 

87% say they received better job training from their employer than during their university studies.

 

55% say their university education did not prepare them at all for their jobs. Human resources leaders agree that universities do not adequately prepare workers, which negatively impacts the companies that hire them:

 

96% say universities should take greater responsibility for training staff for the workplace.

 

75% believe that most university programs do not prepare people at all for their jobs.

 

91% say that onboarding and training recent graduates is more expensive than onboarding more experienced employees, and 69% say it costs at least twice as much.

 

Human resources leaders estimate they save more than $4,500 in training costs when an employee can be quickly integrated into the workforce.

 

Despite the widespread talent shortage, most companies avoid hiring recent graduates:

 

98% of leaders say their organization struggles to find talent, but 89% admit they avoid hiring recent graduates. Leaders cite the main reasons as recent graduates’ lack of work experience (60%), absence of a global mindset (57%), inability to work well in teams (55%), high cost of education (53%), lack of the right skills (51%), and poor work ethic (50%).

 

Leaders indicate that, instead of hiring a recent graduate, they prefer to hire a freelancer (45%), a retiring employee (45%), a robot or AI (37%), or leave the position vacant (30%).

 

 

In companies that hired recent graduates last year, 78% of HR managers admit to having already let some of them go.

 

Graduates say they didn’t receive enough guidance when choosing their career, and many regret it:

 

 

94% of recent graduates regret their career choice, and 43% feel doomed to failure for having chosen the wrong degree. Approximately two-thirds wish they had studied a different field (64%) and say their degree didn’t adequately prepare them for their job (68%) or provide them with the necessary skills (64%).

 

Among those who feel they chose the wrong career, 84% say it has affected their financial future (e.g., their ability to get promotions and raises), and 82% say it has affected their mental health.

 

50% say they didn’t receive enough guidance when choosing their career; Many believe that career guidance programs and counselors at their university (79%) and high school (72%) are at least «somewhat» responsible for their career choice.

 

Respondents agree that having a business degree is an advantage in the workplace.

 

62% of HR leaders say that employees with business degrees are more competent, and 91% indicate that their onboarding and training take less time than those with degrees in other fields.

 

95% say their company is more likely to hire recent graduates with a business degree, and 82% offer higher starting salaries to these graduates.

 

97% of HR leaders consider it important for new employees to have a strong foundation in business and technology topics, such as artificial intelligence, data analytics, and IT.

 

Among recent graduates without a business degree, 67% regret not having obtained one, as it would have provided them with a more comprehensive skill set (36%), greater employability (33%), and more practical, real-world experience (31%).

 

“The traditional university curriculum has not kept pace with the evolving global job market, and the gap between what is taught and what employers need has become more apparent,” said Martin Boehm, executive vice president and global dean of undergraduate programs at Hult.

 

“Schools need to prepare students in innovative ways, focusing on developing both the skills and the mindset necessary for lifelong learning in a constantly changing world.”

 

 

From Theory to Skills and Mindset

 

The survey also highlights a shift in the types of skills employers seek in new employees, as traditional programs fall short of expectations regarding job readiness. More than 90% of HR leaders surveyed emphasized the growing importance of soft skills in the workplace. However, students feel that most current university programs fall short in competencies such as communication and collaboration:

 

HR leaders agree that new employees should bring the following mindsets to their new roles:

 

Communication (98%)

Curiosity and willingness to learn (93%)

Collaboration (92%)

Creativity (90%)

Critical thinking (87%)

Furthermore, at least 9 out of 10 HR leaders… They state that it is important for universities to provide the elements shown in the chart below, but few recent graduates indicate that their university education provided them with these aspects:

 

 

Meanwhile, only about half (or fewer) of HR leaders believe that recent graduates «always» or «often» exhibit the following important mindsets when starting work:

 

Growth mindset (51%)

Strong understanding of ethics (49%)

High level of self-awareness (46%)

Entrepreneurial thinking (44%)

Global perspective (41%)

 

Introduction to AI

 

Unsurprisingly, both young workers and HR leaders… They highlighted the importance of artificial intelligence (AI) in their current and future roles:

 

A focus on AI training during university is also key:

 

The majority of recent graduates say that knowing how to use AI would help them be more productive and efficient (88%), more innovative (82%), improve their decision-making and problem-solving skills (80%), advance their careers (80%), improve the quality of their work (80%), and have greater job security (78%).

 

86% believe that AI will transform their profession in the next 1-2 years, but only 23% feel fully prepared to integrate AI into their role.

 

97% of HR leaders say it is important for new employees to have a solid knowledge base on technological topics such as AI, data analytics, and IT; however, only 20% of recent graduates report having this level of knowledge. While it’s promising that 44% of recent graduates report having received some form of AI training or education at university, 87% wish their university had provided more training.

 

 

94% of graduates who received AI training during their university studies say it has benefited their careers, providing them with greater job security (47%), more respect at work (42%), faster promotions (34%), and a higher starting salary (34%).

 

 

 

For more information about the survey or to speak with a Hult spokesperson, please contact Erin Brown, Hult’s Global Director of Public Relations, at erin.brown@hult.edu.

 

Workplace Intelligence Survey Methodology, sponsored by Hult International Business School

 

The research findings are based on a survey conducted by Walr between October 9 and 28, 2024. A total of 1,600 full-time employees in the U.S. completed the survey. The survey targeted HR leaders (n=800) and employees aged 22–27, recent graduates and those with experience in business roles (n=800).

 

The survey asked questions to understand whether recent college graduates, specifically those in business roles, are entering the workforce with relevant skills and are adequately prepared for the world of work in general.

 

Participants were recruited through various mechanisms and sources to join the panels and participate in market research surveys. All panelists underwent a double-checking process and completed, on average, 300 profile data points before participating in the surveys. They were invited to participate via email and offered a small financial incentive. The results of any sample are subject to sampling variability. The magnitude of this variation is quantifiable and is affected by the number of interviews and the level of percentages used to express the results. In this study, the probability that a survey result will not vary, either positively or negatively, by more than 0.8 percentage points from the result that would be obtained if all individuals in the population represented by the sample had been interviewed is 95 out of 100.

 

 

 

Communication Styles: The Main Challenge for Multigenerational Teams

The following article comes from the People Management portal and is authored by Freddie Clemo, a team member.

 

Half of employers believe Generation Z lacks communication skills, but analysts highlight a shift in professional contact methods and urge teams to adapt.

 

 

As the youngest generation in the workforce, Generation Z is frequently criticized for its poor communication skills. The “Gen Z stare”—that blank facial expression sometimes attributed to young people in response to questions—is often cited as an example.

 

For employers, this perception may be well-founded. Nearly half (47%) believe Generation Z lacks satisfactory communication skills, while only 11% hold the same opinion about Generation X, according to a survey conducted by Indeed of more than 1,000 job seekers and 1,000 employers.

 

The different communication styles and work expectations across generations represent a growing challenge for employers. According to Indeed, this is the biggest issue facing multigenerational workforces, cited by 40% of job seekers and 42% of employers.

 

To truly connect with Generation Z, employers need to understand who they really are.

 

Rethinking the workplace: What does Generation Z really want?

 

 

A survey reveals that Generation Z turns to AI rather than managers to resolve work-related questions.

 

Elisabeth Kelan, a professor of leadership and organization at King’s College London, says that Generation Z’s communication habits are influenced by social media.

 

«This is often interpreted as a lack of communication skills on the part of Generation Z, but in reality, they simply prefer different ways of communicating,» she explains, adding that this generation is often more comfortable sending an instant message than making a phone call.

 

Adapting to a Modern Work Environment

With the rising retirement age, five generations now comprise the workforce, which can pose a challenge for employers.

 

While some employers might perceive Generation Z as lacking communication skills, they are overlooking the fact that professional communication has evolved with technological advancements, according to Mav Popat, client director at the cultural consultancy Kin&Co.

 

“I think employers sometimes risk clinging to outdated communication skills that no longer serve us, instead of asking themselves, ‘What do we need now for this organization to succeed?’” he said.

 

Popat added that traditional communication methods, such as emails or in-person meetings, have been replaced by faster tools like Teams messaging.

 

“To keep pace with our constantly evolving standards for productivity and efficiency, the way we communicate has had to adapt and change to meet new business expectations,” he explained.

 

Differences in Technology Adoption

While employers may criticize Generation Z’s communication skills, this generation is also leading the way in technology adoption.

 

Technological competence was cited as the second biggest barrier to workplace harmony by respondents on Indeed. Nearly half (47%) of employers rated Generation Z as the most tech-savvy, while more than half (51%) said the Silent Generation, those over 70, struggled the most.

 

However, younger workers are often willing to share their technical knowledge with their older colleagues. A study by the International Workplace Group revealed that 62% of Generation Z employees support their senior colleagues with AI training, and 77% of managers say this knowledge has improved performance.

 

The Role of Employers in Bridging Generational Gaps

Despite the challenges, both employers and job seekers recognize the advantages of a multigenerational workforce, citing the increased knowledge sharing and diversity of experiences as key benefits.

 

According to Kelan, by adapting to the different communication preferences of each generation, employers can help leverage some of these benefits and bridge the generational gap. However, establishing professional communication standards is still necessary.

 

Popat added: “It’s important to ensure we don’t evaluate employees’ communication skills using outdated criteria or try to pigeonhole them into a generational stereotype. What matters most is whether they contribute effectively to the company and help it achieve its desired results.”

 

For more information, read the CIPD’s short study: What’s the Secret to Successful Digital Communication?

 

 

 

Creativity, Creative Thinking, and the Future of Work: Navigating the Creative Landscape in the Age of Automation and Remote Work

The following contribution comes from the Medium portal and is authored by François Coetzee, a team member.

 

The world of work is undergoing a profound transformation. Technological advancements, the rise of remote work, and the growing influence of automation are reshaping industries and the skills needed to thrive.

 

Amid these changes, creativity and creative thinking have become essential assets for the workforce of the future. The constantly evolving work landscape, which includes remote work and automation, influences the demand for creative skills in the workplace, and fostering creativity is fundamental to personal and professional success.

 

Automation and artificial intelligence are automating routine tasks, freeing up workers to focus on tasks that require creativity, critical thinking, and emotional intelligence.

 

Remote work has become a common practice for many organizations. Remote work demands adaptability, effective communication, and the ability to leverage technology for collaboration.

 

It often presents unique challenges that require creative solutions. Creativity allows remote workers to think innovatively and find original ways to overcome communication, technological, or productivity barriers.

 

Remote work environments can change rapidly, especially in response to external factors such as the COVID-19 pandemic. Creative thinkers are more adaptable and better prepared to thrive in changing work conditions, such as transitioning to new digital tools or adapting to different communication norms.

 

Creative problem-solving can lead to more efficient work processes. Remote workers who can devise innovative ways to optimize tasks, automate repetitive processes, or find novel shortcuts can improve their productivity and time management.

 

Effective communication is crucial in remote work, and creative thinkers are often better at conveying complex ideas clearly and persuasively. They can use visuals, metaphors, and storytelling to engage colleagues and clients in virtual meetings and presentations.

 

Creativity drives innovation, which is vital for companies seeking to remain competitive. Remote teams that foster creative thinking are more likely to develop new products, services, or strategies that give them a competitive edge.

 

Remote work often relies on virtual collaboration tools, and creative thinkers can effectively use them to facilitate brainstorming sessions, idea generation, and group projects. They foster collaboration by promoting a culture of open dialogue and idea sharing.

 

Engaged remote workers are more productive and more satisfied with their jobs. Creativity can be a source of motivation and job satisfaction, allowing employees to express themselves, feel valued, and make meaningful contributions to their teams and organizations.

 

Remote work environments require people to continuously learn and adapt to new technologies and trends. Creative thinkers are more curious and open to learning, making them well-suited for remote roles that demand ongoing skills development.

 

Creative remote workers can find innovative ways to engage with clients in virtual environments. This can include creating engaging digital content, interactive presentations, and memorable online experiences.

 

Creative activities, such as art, writing, or other hobbies, can contribute to the well-being of remote workers. Engaging in creative activities during breaks or outside of work hours can reduce stress and improve overall job satisfaction.

 

Creative thinking can foster inclusion in remote teams by promoting diverse perspectives and contributions.

 

Remote workers who feel their creative input is valued are more likely to actively participate in discussions and projects. Diverse teams bring a variety of perspectives to problem-solving. Inclusion ensures that creative voices are heard. In a remote work environment, it’s easy to include diverse voices, as location doesn’t limit access to talent.

 

Creative thinking often leads to higher-quality work. Remote workers with a creative approach to tasks and projects can produce more innovative and polished results.

 

Creative thinking is especially valuable in remote work environments, where physical distance can sometimes hinder traditional collaboration and problem-solving. It allows remote workers to adapt, communicate effectively, and find novel solutions to the unique challenges of remote work, ultimately contributing to individual and organizational success.

 

Creative people often possess high emotional intelligence, a critical skill for effective communication and collaboration, especially in remote work environments. Cultivating creativity fosters adaptability and resilience, enabling individuals to confidently embrace change and thrive in uncertain environments.

 

Organizations can cultivate a culture of creativity by promoting a growth mindset that values ​​experimentation and learning from mistakes, dedicating time for employees to explore new ideas, and providing creative spaces, even in remote settings, that encourage innovation.

 

Remote work demands that creative professionals master digital collaboration tools to facilitate effective teamwork. As a creative, incorporating digital collaboration skills into your personal development plan is essential.

 

In an increasingly remote and interconnected world, creatives often collaborate with colleagues, clients, and partners in different locations. Digital collaboration tools bridge this gap, enabling seamless communication and cooperation, regardless of physical distance.

 

Digital tools allow creatives to work together in real time, instantly sharing ideas, feedback, and revisions. This real-time collaboration improves efficiency and reduces project timelines.

 

Digital collaboration tools streamline communication by consolidating project-related conversations, comments, and discussions onto a single platform. This reduces the need for lengthy email chains and ensures everyone involved in a project stays informed.

 

Many digital collaboration tools include centralized repositories for digital assets, such as images, videos, design files, and documents. This centralization simplifies asset management, making it easier to locate, organize, and share files.

 

Creatives can access a global pool of talent and resources through digital collaboration platforms to connect with freelancers, designers, copywriters, and other professionals. This gives them access to a wider range of skills and expertise.

 

Creatives frequently collaborate with people from diverse backgrounds, such as marketing professionals, developers, project managers, and more. Digital tools facilitate cross-functional collaboration by providing a shared space for all team members to collaborate efficiently.

 

 

 

Collaboration tools often include features like brainstorming boards, virtual whiteboards, and interactive design spaces. These features foster creativity and idea generation, allowing creatives to think, sketch, and plan collaboratively.

 

Digital collaboration tools make it easy to gather feedback from stakeholders and clients. Creatives can share designs, concepts, or drafts and receive real-time feedback, enabling faster iterations and better project outcomes.

 

Many collaboration tools offer project management features, allowing creatives to plan, assign tasks, set deadlines, and monitor progress. This helps keep projects on track and ensures everyone is aligned with the project goals.

 

Through collaboration tools, creatives can involve clients in the creative process, allowing them to contribute ideas and provide approval more efficiently. This fosters stronger client relationships and increases client satisfaction.

 

In such a competitive creative industry, mastering digital collaboration tools can make all the difference. Clients and employers often seek professionals who work effectively in virtual teams and leverage technology to deliver high-quality work.

 

Mastering digital collaboration tools is essential for creatives, as it facilitates efficient communication, streamlines project management, boosts creativity, and enables remote and global collaboration. Proficiency in these tools improves workflow and expands opportunities for creatives to work on diverse and innovative projects.

 

Another key factor for successful remote work is that creative professionals need strong self-discipline and time management skills to balance work and personal life without sacrificing productivity. Without the structure of a formal workplace, it’s easy to fall into more relaxed and, at times, lazy work patterns.

 

Remote work typically grants employees a greater degree of autonomy and flexibility. This freedom comes with the responsibility of effectively managing schedules, tasks, and workload.

 

Self-management skills are crucial for remote workers to allocate their time efficiently. They must set priorities, create routines, and avoid procrastination to meet deadlines and achieve their goals.

 

In remote work environments, supervisors can provide less direct oversight. Self-management skills ensure that remote workers take ownership of their tasks, meet expectations, and consistently deliver results.

 

Effective self-management directly impacts productivity. Remote workers who manage to stay focused, minimize distractions, and maintain a structured work environment tend to be more productive in less time.

 

Remote workers often manage multiple tasks and projects simultaneously. Prioritizing tasks based on their importance and deadlines is essential to avoid feeling overwhelmed and ensuring that critical work is completed first.

 

Setting clear and achievable goals is a fundamental aspect of self-management. Remote workers should set both short-term and long-term objectives to guide their work and track their progress.

 

Self-management skills are crucial for maintaining a healthy work-life balance in remote work. Remote workers must set boundaries and know when to disconnect to prevent burnout and maintain their well-being. Self-management includes stress management. Remote workers should develop strategies for coping with stress stemming from work pressures or personal issues.

 

Remote work can sometimes be isolating, so self-motivation becomes vital. Remote workers need to stay motivated even when they don’t have colleagues or supervisors physically present to provide support.

 

Remote work environments can be full of distractions.

 

Effective self-management involves recognizing these distractions and implementing strategies to minimize their impact on productivity.

 

When problems or challenges arise while working remotely, self-management skills enable individuals to analyze issues, develop solutions, and act independently.

 

Strong self-management skills allow remote workers to thrive in independent work environments. They increase productivity, accountability, and overall job satisfaction, while also helping them maintain a healthy work-life balance. Furthermore, these skills are highly valued by employers seeking autonomous, results-oriented remote team members.

 

The sharing economy is booming. In this context, creative professionals must leverage their creativity to build an online brand and stand out in a competitive market. Companies will increasingly rely less on permanent employees, and there will be more opportunities for temporary remote staff who will accept short-term contracts or work as freelancers. In this environment, creativity becomes a valuable asset for self-marketing and problem-solving.

 

Building a strong network and collaborating with other professionals in the field can open doors to creative opportunities and professional growth. Collaborating with other freelancers or independent workers provides access to a wide range of skills and knowledge that you may not possess. This diversity of skills can lead to more comprehensive and innovative solutions for client projects.

 

Collaborative projects offer opportunities to work on diverse projects across different industries and sectors. This diversity can enrich your portfolio, making it more attractive to potential clients and employers.

 

Collaboration exposes creative professionals to new ideas, techniques, and technologies. They can learn from their colleagues and develop new skills to enhance their creativity and employability.

 

Building a network in the sharing economy allows creative professionals to promote each other. By collaborating with freelancers in related fields, they can recommend clients to one another, generating additional business opportunities.

 

 

Collaborative projects often involve tackling complex challenges. Working with others can lead to more creative problem-solving, as it brings together different perspectives and approaches to find solutions.

 

Collaborators can provide valuable feedback on the work, helping to identify areas for improvement. Constructive criticism can be a catalyst for personal and professional growth.

 

Building a network of freelancers and independent contractors can foster lasting professional relationships. These connections can lead to recurring collaborations and referrals over time.

 

Collaborators may have clients and contacts, and working together can introduce you to a broader client base. This can generate more project opportunities and growth.

 

The sharing economy is dynamic, with trends and technologies evolving rapidly. Collaborating with others can help creative professionals stay informed about industry changes and adapt their skills and services accordingly.

 

Freelance work can sometimes be lonely.

Collaborators can provide emotional and professional support, making the freelance experience more rewarding and less isolating.

 

Successful collaborations can lead to the formation of joint ventures or long-term partnerships. These partnerships can involve jointly launching new businesses or projects, further expanding your opportunities.

 

Creative professionals should actively network within their industry or niche to effectively leverage these benefits, attend relevant events and conferences, join online communities, and seek out potential collaborators. Building a reputation for professionalism, reliability, and creativity in the sharing economy will make others more willing to collaborate. Ultimately, embracing collaboration and building a strong network can be a valuable strategy for achieving creative success and career growth in the sharing economy.

 

The future of work is unfolding before our eyes, and it’s one where creativity and creative thinking will play a central role. As automation streamlines routine tasks and remote work becomes the norm, the demand for creative skills is increasing. Individuals and organizations must prioritize creativity as a core competency to thrive in this constantly evolving landscape. By doing so, they will adapt to and shape the future of work, harnessing the power of creativity to drive innovation, foster collaboration, and create a more resilient and rewarding work experience for everyone. The future of work is creative, and those who embrace this reality will be uniquely positioned to thrive in the age of automation and remote work.

 

This information has been prepared by OUR EDITORIAL STAFF