Building Human Skills for the AI Economy
Durable Skills Can Help People Flourish in Partnership with AI
Slowly, and then all at once, we’ve stepped into a new era dominated by the AI economy. The impact of generative AI is expected to be monumental, potentially injecting up to $4.4 trillion annually into the global economy and $30 trillion by 2030 — surpassing the GDP of all but three countries. But this isn’t just about productivity gains and numbers; it marks a significant shift in how we work and what work means. It’s crucial for professionals, business leaders, and organizations to be aware of this shift and to prepare for the changes it brings.
Generative AI, along with other emerging technologies, now has the capability to automate or augment up to 70% of the tasks that take up most of our work hours, going far beyond experts’ predictions of just a year or two ago. This leap in automation, driven mainly by breakthroughs in natural language processing, transforms job roles and underscores the urgency to differentiate between the tasks machines can perform and the work we need people to do — and then identify the skills required to perform those tasks.
Why Call them Human Skills?
Professionals and educators use various terms to describe these skills — soft skills, power skills, 21st-century skills, among others. In the AI Economy, we believe it is important to pinpoint the skills that are intrinsically human — those that are the most challenging to automate with machines. That’s why we launched HumanSkills.AI — to define and organize a set of skills that are durable, broadly applicable, and genuinely beneficial for people to develop.
Our framework focuses on developing human skills and mindsets crucial in a world where tasks demanding human expertise and relational skills define the future of work. As AI takes over more routine and transactional duties, our uniquely human abilities — such as judgment, creativity, and interpersonal interaction — become more valuable and essential for success in an AI-enhanced workplace.
The Human Skills Framework organizes 32 uniquely human skills and 16 mindsets into four quadrants:
Each quadrant is thoughtfully designed to boost human contributions in a world where the lines between human and machine tasks are continuously blurring. Regularly updated to keep pace with technological advancements and shifts in work practices, this framework serves as a versatile roadmap for individuals and organizations aiming to thrive in the AI economy, providing a sense of reassurance and confidence in the face of rapid change.
How to Use the Human Skills Framework
The AI Economy requires that we constantly build and refine skills, but understanding and developing human skills does not require you to master every skill in the framework. Nobody can be great at such a wide variety of capabilities. The key is to identify a stack of skills that resonate with you personally, are likely to enhance your career and align with your organization’s strategic goals.
So, the journey to building skills and mindsets that will help you flourish in the AI Economy begins with self-reflection and personalization. As you consider which skills to develop, it’s essential to reflect on the nature of your work. The skills that benefit a creative professional might differ significantly from those that aid a data analyst. A focused approach allows you to channel your efforts effectively, ensuring you develop proficiency in meaningful and valuable areas.
Similarly, organizations must strategically identify which human skills are pivotal for success. This is a dynamic process that involves ongoing dialogue among leaders, HR professionals, and hiring managers to align skills development with organizational objectives.
Educational institutions can play a crucial role in this landscape, particularly in laying a solid foundation for the workforce of tomorrow. By introducing high school and college students to the Human Skills Framework, we help them achieve up to a Level 2 competency (1–5 capability maturity) in essential skills identified by our employer ecosystem as being critical. This early exposure not only equips students with a strong starting point for their careers but also instills confidence as they transition into the workplace.
For corporations and our educational partners, our programs catalyze development of these skills. Through a mix of learning content, workshops 30-day challenges, live events, and our AI-enhanced tools, we provide opportunities for individuals and teams to elevate their skills from basic to intermediate and beyond, seamlessly integrating learning into the flow of work.
Skill development continues after initial training. Just as work continuously evolves, so too must our competencies. That is why we emphasize the importance of pre and post-assessment. By evaluating skills before and after specific interventions, individuals and organizations can see their progress and identify areas needing further development.
Continuous development is crucial. The vital skills today may need to be augmented tomorrow, and new skills will undoubtedly emerge. Regular reassessment and adaptation of development strategies are essential to stay relevant and competitive. Like any muscle, human skills require regular exercise to prevent atrophy and grow stronger.
By weaving these principles into your professional life and organizational culture, the Human Skills Framework becomes more than just a tool — it becomes a part of how you operate, ensuring that you and your team are prepared for success in the AI Economy.
The Human Skills Project
Since late-2016, we’ve developed and refined the Human Skills Framework. It’s a strategic tool crafted to guide us through the changes the AI Economy brings about. This framework is not a static map; it’s a living guide that evolves with the times. To this point, we’ve curated and synthesized data from more than 75 data sources and frameworks from organizations like World Economic Forum, LinkedIn, leading universities, and top analyst firms. We also received input from more than 100 subject-matter experts and conducted dozens of meetings with leadership teams and HR teams.
