On 21st November, leaders from HR, talent acquisition, learning, and business functions gathered at The Kings Fund in London for the Digitalisation & Humanisation Conference. Sponsored by AssessFirst, Clinch, Eightfold, Gaia, Giant Group, Indeed, Welliba, and Wilson, the event examined the human impact of digital transformation, the future of work, and how digital leadership shapes organisational culture.
The event tackled critical questions about AI’s impact on jobs and hiring, highlighting challenges and opportunities for organisations and society at large. Leaders explored bold strategies to navigate the digital future with confidence.
Shaping tomorrow’s world: automation, collaboration, and skills-based work
Matt Burney from Indeed highlighted AI’s transformative potential, urging organisations to prepare for an AI-driven skills-based economy. Quoting Sundar Pichai, CEO of Google, he remarked, “AI will have a bigger impact on humanity than the invention of fire or electricity.” This bold statement framed the discussion, underscoring the need for organisations to align education, economics, and technology in preparation for seismic changes.
Burney emphasised the importance of skills-first hiring, predicting AI could contribute $15.7 trillion to the global economy by 2030. While highlighting opportunities for growth and efficiency, he also cautioned about risks such as income inequality and community disruption.
“We need to rethink job requirements and focus on candidates’ ability to meet the skills of tomorrow,” he urged.
Adapting to the future of work
Burney’s call for a skills-first approach set the stage for a lively panel discussion. Speakers explored how talent acquisition leaders can anticipate skills needs, leverage AI, and balance agility with workforce demands.
Carlo José (GSK) noted, “The world around us is evolving very quickly, with technologies to manage workforce skills becoming more accessible.” Lauren Tait (AssessFirst) posed a vital question: “How can we know what skills are going to be needed in the future when things are changing so rapidly?” Diana Peeva, Chief People & Data Strategist, advised starting with internal evaluations of existing capabilities.
Ben Keighley (Gaia) observed a shift towards prioritising skills over traditional qualifications, adding, “Within the hundreds of thousands of ads launched via Gaia, we’re seeing less focus on job experience in years and more on skills – it’s a gradual change.”
AI adoption and its complexities
The panel also delved into AI’s dual role as both enabler and challenge. Diana Peeva highlighted data’s value in decision-making, stating, “Data is the real currency, the real generator. But the softer, human element is irreplaceable.” However, Carlo José warned against overreliance on AI for assessing soft skills: “You can’t use AI to make the final decision – at the end of the day, a human has to make the choice.”
Lauren Tait pointed out that businesses using AI are 4.7 times more productive, but Carlo cautioned that increased AI adoption could create more work, as organisations manage larger volumes of applications without making a positive impact on outcomes. Ben Keighley suggested reframing “soft skills” as just “skills” or “power skills” or “durable skills”, underscoring their importance in resilience, empathy, and growth mindset. A point unanimously embraced by the audience.
Designing future talent acquisition strategies
Another panel discussion focused on developing future-ready TA capabilities through data, technology, and human-centred approaches. Maria McLachlan (Citi) discussed aligning TA data with business needs: “We’re matching people to work and work to people, ensuring we can meet a demand with supply.”
Craig Sweeney (Wilson) emphasised the predictive power of data across the talent lifecycle, enabling more proactive strategies. Laura Lawson (Eightfold) framed agility as critical for competitiveness: “TA leaders have the opportunity to drive innovation through workforce design and technology adoption.”
Shifting candidate expectations
Speakers observed a rise in hyper-personalised candidate expectations, including demands for recognition, career progression, and hybrid work. Maria McLachlan remarked, “Expectations are becoming hyper-personalised, driven by AI-enhanced applications.” Laura Lawson added that recruitment technology plays a key role in shaping candidates’ perceptions of organisations.
Diversity and internal mobility
Panellists also addressed the importance of diversity and leveraging internal mobility to meet future skills needs. Laura Lawson encouraged underrepresented groups to apply for technical roles, even if they don’t meet every skill requirement. Mannie Neville (The Football Association) highlighted internal mobility as a key element of workforce agility.
Maria McLachlan concluded, “The biggest mistakes you can make is hiring for the business you’re not – it’s about hiring for where you want to go.”
Interactive session: a very human future with Rohit Talwar
Rohit Talwar explored the behaviours needed to thrive amid uncertainty, encouraging transformational thinking to reinvent processes. He described the transition from GenAI to AGI as a “possibility explosion” and stressed, “The antidote to fear is learning.”
Talwar predicted future workplaces will blend AI-driven tools with wellbeing-focused strategies. Leaders, he concluded, must embed foresight and innovation into their organisations: “You can’t make a business plan for dancing.”
Closing keynote with Lord Holmes of Richmond
Lord Holmes emphasised inclusion and innovation as the “golden threads” for ethical AI deployment. He urged organisations to address the mental wellbeing crisis by creating human-led, technology-enhanced workplaces. Drawing a parallel with IVF regulation, he called for clear oversight in AI’s development, stating: “The future of AI must be human-led, ensuring it serves society’s best interests.”
Looking to the future: embracing the balance of human and machine
As the Digitalisation & Humanisation Conference drew to a close, a common thread emerged: the future of work is not just about technology—it’s about how we, as humans, adapt, lead, and thrive alongside it.
The accelerating pace of AI and digital transformation offers unprecedented opportunities for growth, innovation, and efficiency. Yet, it also poses complex challenges, from navigating skills shortages to addressing societal impacts like inequality and mental health.
Leaders must now strike a delicate balance between harnessing the potential of AI and preserving the irreplaceable human elements of empathy, creativity, and judgement. This balance will define not only organisational success but also the broader role of businesses in shaping a more equitable and resilient society.
In an age of uncertainty and rapid change, adaptability, foresight, and collaboration will be the keys to unlocking a future that marries the precision of data with the power of human insight. The conference called on leaders to embrace this transformative era with courage, curiosity, and purpose—because the future of work isn’t just a destination; it’s a journey we’re shaping today.
