تصور مكان العمل في المستقبل: دروس في القيادة حول التغيير

When envisioning the future of the workplace, it's impossible not to discuss the impact of artificial intelligence on the employee experience. AI has infiltrated all aspects of the employee lifecycle, from candidate interviewing to talent retention.

Executives across industries shared the mindset shift they've had to adopt when navigating changes in the workplace — from the rise of AI to the decline in entry-level job openings — at Semafor's The World of Work Summit on July 22 in partnership with Gallup. 

"You're never going to get your AI right if you don't get your culture right. You can almost tweak that line that’s attributed to Peter Drucker, and say that 'Culture eats AI for breakfast,'" said Jon Clifton, CEO of Gallup.

Here are a few insights leaders shared to guide the future of work.

Invite Your Leaders to Model the Workforce Change You Want to See

One way to gain acceptance for changes in the workforce is to lead by example.

“We started by training our most senior leaders, and we cascaded AI training throughout the organization that way, with the idea that if a manager is willing to use AI, then their team will see it as something they should use,” said Mary Moreland, executive vice president of HR at Abbott.

Reframe AI Fear into Excitement

Microsoft leads an AI bootcamp called Camp AIR, a three-week, cross-functional team training to upskill its engineers, product managers, and designers. The program initially sparked fears among employees that their jobs could be replaced.

Katy George, corporate vice president of workforce transformation at Microsoft, acknowledged that in the age of AI, everyone needs to embrace change. She encouraged leaders to reframe the conversation around AI into one of excitement and focus on team mindset. 

At Microsoft, this means changing the narrative for engineers. “You don’t need to code anymore. Instead, you get to be a full-stack product builder. ... If you have grown up as a coder and that’s what your professional identity is, it’s a big mindset shift,” George said.

The concern extends beyond current employees to early-career candidates who are looking for employment. AI has eliminated many entry-level roles, and the use of AI interviewers and AI resume screening has muddled the hiring process. At the same time, job application volume has risen significantly, at 300 applications on average per hire. 

When looking at the hiring process, many young job seekers feel a sense of distrust in the long-term stability of any role they apply to, noted Diksha Chavan, a George Washington University graduate. “Can I promise you 25 years when I’m unsure if you can promise me the next year?” 

شهادة تخصصية: AI+HI
 

Let Employee Needs Guide Coaching Programs

At Abbott, a health technology company, the HR team realized that some of the younger incoming employees who had graduated during the pandemic were struggling with human skills in the workplace, such as navigating the manager-employee relationship.

“The biggest challenge I see is employees who are newer in their careers expect a certain level of attention and respect and our managers who are Gen X or more senior aren’t used to that. ... The newer generations are used to continual contact through technology, and the more senior generations are used to being ignored, and that being a positive,” Moreland said.

As a result, the company created a professional development program called Career Rx, which gives early-career employees scenario-based training on how to navigate manager relationships, such as how and when to ask questions.

Don't Implicitly Exclude Parts of the Workforce from Upskilling

When it comes to AI training, ensure it's open to your entire workforce, advised Claire Casey, president of the AARP Foundation. 

“Most people expect to work past the age of 65. At 50, you’re looking at 20 years in front of you, and that means you’re going to have to reskill. ... Don’t implicitly exclude by implying who should be in a program,” Casey said.

When thinking about the longevity of your workforce, it relies heavily on all employees. Casey notes that there are many myths around training, such as the fact that older workers are not interested in AI or training.

“An older worker is much more likely to stay for a longer period of time than a younger worker after training,” she said.

Webinar: Upskilling in 2026
 

Remind Employees of Their Continued Purpose Amid Change

When it comes down to it, the workplace remains a place where humans want connection. In fact, working adults report experiencing less loneliness than nonworking adults. Only 40% of employed adults reported loneliness compared to 57% of nonworking adults, according to AARP research.

“I see a flight to connection. ... Jobs give us income, and they also give us a sense of what we’re here for. People who come into work and do a good job feel good,” Casey said. 
 

Build Capacity for Learning

A large part of getting employees on board for change is giving them the time and bandwidth for learning, noted Holly Kortright, CHRO at Navy Federal Credit Union. Sometimes, that conversation starts with building trust.

"Employees and team members have concerns about their job, they have concerns about layoffs, they have concerns about their future. I think they have concerns about how fast they can learn new skills and move forward with technology. That points to the need for a culture of trust and communication from leaders," Kortright said.

Additionally, she noted that it's up to leadership to set the tone for learning.

"I think it’s beholden on all of us from a leadership standpoint to continuously communicate, to help reskill and upskill so [employees] have jobs for the future,” Kortright said.