{"id":3971,"date":"2026-07-22T14:44:38","date_gmt":"2026-07-22T14:44:38","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=3971"},"modified":"2026-07-22T14:44:38","modified_gmt":"2026-07-22T14:44:38","slug":"manpower-president-the-future-of-work-question-that-even-ceos-cant-answer","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=3971","title":{"rendered":"Manpower President: The future of work question that even CEOs can\u2019t answer"},"content":{"rendered":"
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Almost every conversation has ended with the same question.<\/p>\n

Leaders know AI is reshaping work. They\u2019re investing in technology, experimenting with new tools, and moving quickly to create incremental value. What they\u2019re trying to understand is what comes after adoption. How will their business change for the long term? Which skills will matter most? How do you prepare your people for a future that is still unfolding?\u00a0<\/p>\n

Read more Ryan Clark found out he was fired live, mid-broadcast, on NFL Live as ESPN undergoes first major layoffs in 3 years<\/a><\/p>\n

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The honest answer is that none of us has a complete playbook, and we must become comfortable with that. That\u2019s not a sign of failure. It\u2019s the reality of leading through one of the biggest shifts in how work gets done that any of us have experienced. Company strategy and human skills need to move at an even faster pace so we remain the architects of our futures and in many ways the architects of humanity.<\/p>\n

The question isn\u2019t whether AI will reshape work. It already is. The real question is how organizations, and the people inside them, navigate what comes next. More importantly, how do we give people confidence when the future is still taking shape?<\/p>\n

One thing I believe strongly is this: AI isn\u2019t coming for our jobs. It\u2019s coming to our jobs. And while technology will undoubtedly reshape work, people will ultimately determine what that future looks like. It is up to us as leaders to chart this journey.\u00a0<\/p>\n

One of the biggest surprises in our latest research wasn\u2019t about AI at all. It was about confidence.<\/p>\n

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When we ask people directly, nearly nine in ten tell us they have the skills they need to do today\u2019s job. Yet almost half worry automation could affect that job within the next two years. At the same time, more than half say they haven\u2019t received recent training or mentoring.<\/p>\n

That creates an interesting tension. People aren\u2019t resisting change; they have become used to that. Every day, workers are learning new tools, experimenting with AI, and finding better ways to get work done. What they\u2019re less certain about is where they fit in tomorrow\u2019s world.<\/p>\n

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And feelings matter.\u00a0 For years, we\u2019ve said that success in the labor market is shaped as much by feelings as fundamentals. People don\u2019t make career decisions based solely on economic data. They make them based on confidence, whether they believe opportunity exists for them and whether they can see a path forward.<\/p>\n

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Today, confidence may be one of the most important workforce issues of the AI era.<\/p>\n

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People want more than training. They want to understand how work is changing, how their role may evolve, and where new opportunities are emerging. They want confidence that investing in themselves today will continue to create possibilities tomorrow.<\/p>\n

Without that confidence, uncertainty becomes a barrier to progress. And with it, people are far more willing to experiment, learn and embrace change.<\/p>\n

What none of us knows with certainty is exactly how those changes will unfold, or how quickly. In conversation after conversation, I hear it framed almost the same way: We know jobs will change. We know skill requirements will evolve\u2014fast enough that a data scientist, a role that ranked 152nd in demand two years ago, now ranks 28th. We know entirely new roles will emerge (shout out to the new Forward Design Engineers) while others are redesigned. And still, employers keep telling us the same thing: 73 percent say they can\u2019t find the skilled people they need.<\/p>\n

Read more Smithsonian director derides a White House report branding the museum as \u2018woke\u2019<\/a><\/p>\n

What we\u2019re seeing is that AI is creating demand in places many people aren\u2019t talking about. For every headline about AI writing code, there\u2019s a different story unfolding underneath it. Electrical engineers, mechanical engineers and construction managers are increasingly in demand to build the infrastructure AI depends on. That demand is growing alongside demand for AI specialists.<\/p>\n

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I\u2019ve found that the best leaders aren\u2019t pretending to have every answer; they are being honest about what they know, transparent about what they don\u2019t and clear about the direction they\u2019re taking while leaving room to adapt as the environment around them changes. They\u2019re helping people understand not just what<\/em> is changing, but why<\/em> it matters and where the opportunities lie.<\/p>\n

In times like these, trust becomes a competitive advantage. When people trust their leaders, they\u2019re far more willing to embrace change. When they don\u2019t, uncertainty quickly fills the gap.<\/p>\n

One misconception about AI is that as technology becomes more capable, people somehow become less important. I\u2019m convinced the opposite is true. Organizations certainly need people who can work confidently alongside AI and digital tools. But they also need people who exercise judgment, solve complex problems, build relationships, communicate clearly, and earn trust.\u00a0<\/p>\n

One phrase I\u2019ve found myself coming back to is this: As AI becomes more human, we must become both more technical and more human.<\/p>\n

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Technology gets you to the pilot. People get you to the results. We saw this play out earlier this year in a partnership we launched with IBM, bringing AI-powered workflows into client operations. The technology could stand up a pilot in weeks. What took longer and had the most impact on the success of the deployment was the human work underneath it: training people to trust the system, redesigning roles around it, and making sure it actually got used.\u00a0<\/p>\n

That means investing in digital fluency while strengthening the uniquely human capabilities that technology cannot replicate: curiosity, creativity, empathy, collaboration, and leadership.<\/p>\n

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The truth is no one can answer that question completely. But after spending time with leaders and employees around the world, I\u2019m more optimistic than ever. Not because I believe technology will solve every challenge. Because I believe people will.<\/p>\n

Those CEOs who asked me how to prepare for what\u2019s next are asking the right question. I still don\u2019t think any of us have a complete answer. The organizations that invest as much in people\u2019s confidence as they do in technology will be the ones that shape what comes next, instead of reacting to it.<\/p>\n

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The organizations that thrive won\u2019t simply adopt better technology. They\u2019ll create more confident people, more adaptable leaders, and workplaces where innovation and humanity reinforce one another.<\/p>\n

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of <\/em>Fortune.<\/em><\/p>\n

Read more Trump\u2019s third tariff tantrum piles more dizzying distractions on top of ever-spiraling failures<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

AI isn’t coming for our jobs. It’s coming to our jobs. 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