The more AI is integrated into the enterprise, the more leaders agree that human-centered skills are invaluable and irreplaceable. In the age of AI, these seven skills matter the most.
Maria Valero
Editorial Strategist, HR
Workday
As AI becomes more deeply embedded in the modern enterprise, questions about its impact on the workforce have moved from hypothetical to urgent. Headlines asking whether AI will replace human jobs are everywhere, and it’s no surprise that sentiment around adoption remains mixed.
Pew Research reports that the majority of U.S. workers say they’re worried about AI’s impact on jobs, and nearly a third think it could negatively affect them personally.
It creates a conundrum for business leaders, who are under immense pressure to adopt AI in meaningful ways. Nearly all (98%) executives say there is immediate business value in adopting AI, yet they’re also navigating real concern and resistance to change from their teams.
Perhaps most importantly, Workday research found that while AI delivers efficiency, automation, and data-driven insight, it’s also elevating the importance of distinctly human skills—83% of leaders agree that the growing use of AI makes human skills more important, not less.
Leaders consistently point to areas of ethical judgment, human connection, and creativity where AI can support and enhance work, but never replace the people doing it.
Eighty-three percent of leaders agree that AI makes human skills more important.
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The first wave of enterprise AI focused largely on automation: Chatbots, data tools, and generative systems. These tools helped reduce the need for manual, time-consuming work by shifting execution to machines.
That shift quickly raised concerns about AI replacing human roles, and in some cases, the concerns were justified. Certain jobs have been reduced or eliminated, and tasks once handled entirely by people are now routinely AI-assisted—resume screenings in HR, for example, or invoice and expense processing in finance.
What emerged in practice, however, was more nuanced. As AI absorbed repetitive and execution-heavy work, many organizations found that employees gained capacity for higher-value contributions that require human judgment, creativity, and critical thinking.
In HR, those same teams freed from hours of resume screening can focus on partnering with hiring managers and evaluating role fit and team dynamics. Finance teams that no longer have to process simple transactions can focus on strategic forecasting and scenario planning.
The rise of AI agents has made this shift even clearer. While agents can execute end-to-end workflows, they still rely on people to manage expectations, apply ethical judgment, and oversee the systems themselves. As execution becomes more automated, human responsibility doesn’t disappear, it becomes more concentrated and business critical.
To succeed in this environment, organizations must build an AI-ready culture that not only builds AI fluency but actively cultivates the human-centered skills it cannot replace.
As AI becomes more capable, the nature of human contribution is shifting. These skills enable organizations to use AI tools responsibly and effectively, ensuring technology accelerates outcomes over output without eroding trust, culture, or performance.
We’re trusting AI with increasingly vast information, including sensitive data and intellectual property, and with greater autonomy in how that information is used to execute work. And while there is no doubt that AI's ability to reason is growing more advanced, there's no way to replicate the human capacity to evaluate the ethical and moral implications behind decisions.
Respondents to Deloitte's Annual Technology Ethics Survey rated AI technologies as bringing some of the most severe ethical risks to the workplace, with specific concerns around data privacy and provenance. While AI has undeniable benefits in areas such as data analysis and insight, guardrails in the form of human oversight are necessary to maintain responsible use.
The Workday AI Skills Revolution Report underscored the priority, finding that ethical decision-making and moral judgement ranked first among skills leaders see as most valuable now and in an AI-driven future.
Ethical decision-making is the top skill leaders see as valuable in an AI-driven future.
Emotional intelligence underpins interpersonal relationships at every level at the workplace, and it's a non-negotiable for building strong workplace cultures that retain top employees. Korn Ferry reports that leaders with emotional intelligence show retention rates nearly 30 points higher than those without it.
It's also a crucial capability for leaders and employees alike when navigating times of change like the AI revolution we're in now. Emotional intelligence factors like self-awareness, self-regulation, and social awareness are all crucial for staying adaptable and resilient in workplace environments as they change.
Empathy is a deeply human skill that AI systems can’t replicate. And as technology takes on more executional work and heightens the stakes around trust, morale, and the human experience of change, it’s becoming increasingly important.
AI has made it easier than ever to collaborate across departments and locations. In today's world of decentralized work and hybrid workplace models, this is a must. But with that capability comes the need for better collaboration and relationship-building across teams.
Workday found, for example, that most CFOs now rely on both financial and non-financial data to plan and make decisions. But having access to that data requires a strong partnership with the CIO and other business leaders across the org.
In other words, AI delivers the platform systems and data insight to power truly cross-functional operations, but teams can only realize value from it if they know how to work successfully together toward shared goals.
AI has dramatically lowered the barrier to generating new ideas, content, and potential solutions. Teams can explore more options—faster—across everything from product development to marketing campaigns to process design. But volume alone doesn’t guarantee quality or authenticity without humans at the helm.
Human employees understand their companies, customers, and markets in ways machines can’t replicate, even with all the data in the world. People also remain the ultimate gatekeepers of originality. No matter how effectively AI accelerates brainstorming or scales content, it can't produce work that's truly original or grounded in lived context.
As organizations push to innovate with AI, human creativity remains essential for shaping innovation with intent. AI can support the process, but people still decide which problems are worth solving and when experimentation should turn into execution.
Leaders are recognizing the human imperative: According to the World Economic Forum, creative thinking ranks in the top five core skills employers see as growing in importance through 2030.
Creative thinking is a core skill employers see as growing in importance through 2030.
AI can accelerate change, but it can't lead it. When new tools reshape how work gets done, people still look to others for the clarity, direction, and confidence to navigate uncertainty.
Korn Ferry's 2025 Leadership Trends Report centers around skills like adaptability, authenticity, culture-building, and trust as key drivers of organizational future-forward mindsets—none of which can be replicated by AI systems and all of which can be modeled by anyone at any level.
In that sense, change leaders don't have to be managers or executives. They can be employees who excel at pioneering new technologies or those with naturally high EQs who lead by example and reassure others in the process.
In any case, there is no foreseeable slowdown in the pace of AI-driven change, and having people within the organization equipped to lead teams through it on a human level is invaluable.
The need for talent development is increasing as AI is reshaping roles faster than formal training can keep up. According to the World Economic Forum more than 40% of workers’ core skills will be disrupted by 2027, putting pressure on organizations to develop talent continuously.
In addition, Workday research shows that prioritizing internal mobility and employee upskilling in the AI era is yielding meaningful performance results. To execute that high level of support for their workforce, organizations need leaders who can engage as coaches and mentors.
AI can inform development, but employees ultimately grow through human engagement, shared experience, and mentorship they trust.
Demand for high-level AI fluency has increased sevenfold over the past two years.
AI is extremely good at optimizing tasks, workflows, and functions. What it can't do is decide how those systems should work together in service of broader organizational goals. Systems-level orchestration requires human management to set priorities, resolve tradeoffs, and align decisions across the organization.
It requires understanding second- and third-order effects—how a change in one system affects outcomes elsewhere—and balancing efficiency with risk, experience, and long-term value.
Demand for this kind of AI fluency has increased sevenfold over the past two years, according to McKinsey, accelerated by the emergence of AI agents as true collaborators, shifting human work to management and oversight of AI systems vs. simpler expertise in the technology.
It's a reminder that no matter how precise and reliable AI execution gets, it’s human judgment and leadership that determines the long-term ROI potential of AI implementation. Organizations, in turn, are not only prioritizing technology tools but hiring people with the critical thinking skills needed to manage them.
An AI-ready workforce means creating conditions for human strengths to thrive alongside new AI technology.
Cultivating an AI-ready workforce means creating the conditions where human strengths can thrive alongside technology. That starts with positioning AI as a collaborator, not a replacement.
When people understand that AI is meant to augment their work—not diminish it—they’re more likely to engage with it, experiment, and apply it in ways that matter. Leaders play a critical role in shaping that narrative, reinforcing where human judgment, accountability, and decision-making remain essential.
An AI-ready workforce also depends on a skills-based mindset. Leaders who prioritize continuous learning and support internal growth help reduce anxiety about displacement and create space for teams to build new capabilities with confidence. This shift makes it easier for employees to see AI as something to work with, not something to compete against.
Ultimately, organizations that succeed in the AI era will be those that invest as intentionally in people as they do in technology. AI can accelerate progress, but it’s human judgment, trust, and leadership that determine whether that progress turns into sustained value.
A remarkable 82% of organizations are already using AI agents. But is your team ready? Read our latest report to learn how businesses are maximizing human potential with AI, featuring insights from nearly 3,000 global leaders.
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The rapid advancement of AI has raised huge questions about its impact on jobs. Despite that, 83% of workers agree that AI will enhance human creativity rather than limit it. Learn more about the AI skills revolution in this new global Workday study.