The idea that the workplace is changing isn’t just some fanciful notion — the skillsets required for our jobs will change by 65% by 2030, according to a LinkedIn study.

That was one of the key points made by Jay Carlile, General Manager of State & Local Government with LinkedIn Talent Solutions, at “Navigating Tomorrow’s Workforce,” a panel discussion on May 14.

Carlile began the discussion, which was hosted by the Chicagoland Chamber’s Workforce and Talent Council, with an engaging presentation about the future of work and how new developments, particularly generative artificial intelligence (GAI), will create massive change — soon. To stay relevant, the majority of people need to adapt quickly.

“We all need to be able to operate all of these tools, or we will be left behind,” Carlile warned, noting 55% of LinkedIn users might find their positions augmented or disrupted by GAI. He also quoted popular pundit Scott Galloway, who said, “AI won’t take your job; someone using AI will take it.”

Carlile also noted:

  • People with bachelor’s degrees will find their careers disrupted the most by GAI;
  • An equal number of men and women (39%) feel overwhelmed by GAI; and
  • People skills — including communication, problem solving, and people management — will be critical in the future.

In addition to becoming adept at modern tools, Carlile said it was also critical to develop “soft skills” to help bridge the gap between the technological and the human.

“Soft skills are going to be critically important,” Carlile said. “Human skills will be required to meet the demands and opportunities of the GAI era.”

He also discussed the importance of emphasizing a strong learning culture and creating internal mobility to increase retention.

“What a great way to hang on to talented people — you’ll have a higher retention rate, and happier, more engaged employees,” Carlile said.

Jay Carlile, LinkedIn

Creating a Career Map

After he finished, Carlile handed it over to Aaron Adams, Senior Customer Success Manager at LinkedIn, who led a discussion with Shannon Fuller, Vice President of Talent Acquisition for Health Care Service Corporation, and Chuck Gary, Senior Manager of Talent Acquisition for LinkedIn. The group largely discussed how they attract, encourage, and retain talent in the current work environment that sees such low unemployment rates.

Adams began by asking Fuller and Gary about their overarching approach to finding and nurturing talent. Fuller noted his company is leaning into early career and emerging talent, with an emphasis on apprenticeships, trade schools, and even high-school students. Gary noted LinkedIn is emphasizing diversity, inclusion, and community engagement.

Fuller also noted that it’s critical to provide employees with a map of their potential career growth within the organization. He gave an example of a prospective employee who came in armed with a career map provided to him by a large tech company. “Can you give me something like this?” the candidate asked. When Fuller said no, the interviewee simply got up and walked out. Fuller learned the lesson and says he now provides a career map with a new employee’s job description.

“Sometimes I think we overengineer retention – it’s very simple,” Fuller said. “People want to have a map to know where they’re going, and they want to be paid fairly.”

Gary noted LinkedIn has made a conscious effort to teach employees so they’re  consistently learning new skills and refining their existing ones. “We’ll find talent that have a transferable skill and introduce them to leaders in the company where they can apply that skill to other areas,” he said.