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The arena of America’s labor force is persistently transforming as challenges like diminishing birth rates, evolving skill priorities, and emerging job opportunities due to AI present a captivating forecast for the future.
As stated by the U.S. Chamber of Commerce, employers are creating new positions while embracing advanced technologies but still face difficulties in locating proficient talent. While the workforce demographic ages as Baby Boomers opt for extended careers, a skills deficit is expected for younger cohorts who will soon lead the labor market.
Florida State University’s Darren Brooks serves as a senior lecturer and assistant chair in the Management Department and coordinates the MBA Program at the College of Business. With proficiency in human resources, learning systems, and change management, Brooks is a recognized business leader and educator with over 20 years of experience in both private and public sector management and human resources.
Brooks recognizes the possible challenges facing America’s workforce future but asserts that there are precedents when society undergoes rapid transformation.
“AI will profoundly influence the way we perform our jobs, potentially leading to the displacement of certain roles currently handled by humans,” Brooks noted. “Yet, concurrently, new job opportunities will arise. The contrast between a dystopian disaster and a utopian realm of heightened productivity has dominated various writings and media discourse. I believe that with each technological advancement, being progressive and adaptable to inevitable changes is the most effective approach to navigate alterations in work and other facets of our lives.”
Media representatives interested in interviewing Brooks on optimal strategies to tackle the evolving dynamics of America’s future workforce may contact him at [email protected].
Darren Brooks, Assistant Department Chair, Senior Lecturer, and MBA Program Coordinator, College of Business
1. Which types of positions might be affected by AI?
The introduction of AI into our professional and personal environments has established a new landscape with both advantageous and disadvantageous effects. In employment, while all fields will be influenced, positions that are more repetitive and vulnerable to AI replacement are particularly at risk. This may include areas such as technology, service roles like call center personnel, and various professional roles. Conversations with industry and technology specialists, along with research reviews, highlight the necessity of cultivating skills that enhance AI’s capabilities. These specific job skills increase the demand for AI + human collaboration rather than diminish it. I frequently convey to my students that augmentation involves blending both technical and interpersonal skills. Another perspective is that tasks which are commodifiable, elementary, and transactional are likely to be replaced by AI or alternative technologies. Conversely, tasks demanding social competencies, creativity, intricate decision-making, empathy, interpersonal skills, management fundamentals, technical proficiencies, systems thinking, and specialized knowledge will be more ideally suited for human workers than AI.
2. How vital are training and development programs in ensuring that younger individuals entering the workforce do not experience a significant decline in skills?
Training represents a crucial collaboration among employees, organizations, and educational or vocational institutions currently, and will be even more essential in the future. The terms reskilling and upskilling are consistently referenced in academic studies and popular discourse, and rightly so. Millions of positions will be impacted by AI in numerous ways. As businesses develop methods to implement AI throughout their operations over the next few years, additional jobs will also be affected. Training and development are fundamental in transitioning employees from replaceable job categories to roles that support augmentation.
Students and professionals should not only cultivate AI skills relevant to their fields but also acquire competencies that are beneficial across the organization. Another way to reflect on this is to consider the versatility of skills. Educational institutions, including colleges and high schools, should equip students with essential AI capabilities alongside traditional human skills to prepare them for the evolving job landscape. Continuous professional development throughout one’s career, regardless of age, can minimize the likelihood of skill obsolescence. This boosts their organizational value and allows for reallocation to different tasks should their roles be automated or entirely removed. However, it’s crucial to stress that reskilling and upskilling are collective responsibilities shared between employers and employees.
3. Have you observed any shifts in workforce skills over the past three decades?
Throughout my professional journey, I have witnessed significant changes in the skills required for jobs, especially concerning technology. This includes the transition from on-premises mainframes and desktop computers to mobile devices, cloud technologies, and communication systems. The complexity and technological influence on work continuously transform. Nevertheless, as technology becomes more dominant, the traits that make us human—or perhaps more accurately, exceptional—continue to gain significance.
4. Which areas should we prioritize for investment to maintain steady workforce development, especially as Baby Boomers retire and younger generations take the lead?
Investment in workforce development is intrinsically linked to our perception of the value of humanity, particularly our capabilities and capacities for work. If policymakers, business leaders, educators, and members of society generally recognize the worth of human potential to generate economic, social, and cultural value through work, then allocating resources for skill development and opportunities to engage in productive work outputs should be a primary policy, regulatory, and strategic focus. More specifically, funding should prioritize the next generation to expedite skill enhancement, broaden access to skill development beyond conventional educational and vocational frameworks, and prepare workers for a labor environment that emphasizes what I term skill interoperability across organizations rather than rigid roles defined by narrow descriptions and tasks that may become outdated.
The article Florida State University expert available to address dynamics of America’s future workforce first appeared on Florida State University News.
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