Delighted to American Opportunity Index featured in @wsj. Great piece by @laurenweberWSJ @theofrancis making it come alive Proud to collaborate with @mattsigelman @GadLevanon and Nik Dawson of Burning Glass Institute @HarvardHBS #careers #jobs wsj.com/articles/want-to-get… via @WSJ

A thoughtful piece by @SarahDobsonTO on how AI is penetrating core HR processes. It was already prevalent in recruiting and hiring, and is migrating quickly in to areas like performance evaluation and talent management. ‘It basically underlies everything we do in HR’ hrreporter.com/focus-areas/a…

Excited to welcome @PennyPritzker to the #ManagingTheFutureOfWork podcast to discuss her longstanding commitment to workforce development and economic opportunity. Great systems-level insight on aligning institutions. hbs.me/2p8n6cz5 #AI #Skills #Opportunity

What do demographics mean for the AI workplace? Experienced workers bring valuable contextual intelligence while an aging workforce makes caregiving a core talent issue. On #ManagingTheFutureOfWork @william_r_kerr hosts @AARP CEO Myechia Minter-Jordan: hbs.me/yckxfjd2

Creating value in the age of agentic AI requires humans with contextual intelligence. What do I mean by that? A knowledge of the key factors that shape the context for making a decision: the way the market works, the way customer/competitors/suppliers behave in various scenarios, the company and my team/unit's strategy/values/culture. A richly informed and broad understanding of the context-- contextual intelligence-- allows a worker to train agents, to evaluate their effectiveness, to relate them to the tasks of others (humans or agents), to spot AI hallucinations and insights alike. In our work at the Project on Managing the Future of Work at Harvard Business School, we're focused on how organizations should cultivate and preserve contextual intelligence. In a thoughtful piece by @BrianJScheid of S&P Global, the causes and implications of an underreported phenomenon-- declining workforce participation about 60+ year olds in the U.S.-- are explored. Yes, all such churn is inevitable. Companies are used to managing age-driven turnover. But the stakes are higher for companies today. The workforce is barely growing. In the absence of a skills-based immigration policy, finding people with the depth of skills of those older workers will be increasingly difficult. It will be difficult for many companies to sustain their "inventory" of contextual intelligence as the babyboomers depart spglobal.com/market-intellig…

What human skills actually hold up as AI takes on more of the work, and how do you build them on purpose instead of by accident? Vote for our #SXSW panel bringing together a top employer, a researcher, and a nonprofit leader who's building these skills directly with companies: bit.ly/4haPjce

Pleased to welcome @SkillsRightOrg CEO Debbie Dyson back to the #ManagingTheFutureOfWork podcast. We discuss how AI strengthens the case for #SkillsFirst and raises value of judgment, contextual intelligence, and organizational experience. hbs.me/bdfwueh7 #TalentStrategy

I’m pleased to share The Agile Community College, our @Harvard Project on Workforce playbook for helping community colleges respond to rapid labor market change in an AI-driven economy. Our research @HarvardHBS's Managing the Future of Work Project is revealing how AI is transforming organizations and changing skills requirements. We argue that dynamic labor market alignment must become a continuous goal, supported by institutional agility: the capacity to detect, interpret, and respond to change while preserving quality and mission. The playbook shows how data and technology can strengthen four recurring decisions—program portfolios, curriculum design, career navigation, and resource allocation. Ultimately, agile colleges do not chase every new signal; they build enduring systems that expand access to quality jobs, support employers, and foster inclusive regional growth. Thanks to my co-authors and the students and educators who contributed to this research. .pw.hks.harvard.edu/post/the-…

How will AI shape the future of work? Delighted to explore that issue with The Humanist's @amdulin. A wide ranging conversation that I thoroughly enjoyed, based on our research at @HarvardHBS humanistxyz.substack.com/p/a…

On #ManagingTheFutureOfWork with @william_r_kerr: As #AI forces a rethink of HR, career breaks merit consideration. In his book Big Time Off, @djdidonna argues that sabbaticals are part of a human capital strategy, not simply an employee benefit. hbs.me/55xyyeyw #HR

Excellent piece by the @FT 's @andrewtghill on how AI is changing the nature of entry level white collar jobs. Our research at @HarvardHBS's Managing the Future of Work project confirms the arc of his reporting. The pace of change in jobs will only increase as the LLMs continue their remarkable progress and the hundreds of agentic AI companies funded in the last three year come to market with enterprise-level offers. ft.com/content/6cb9570b-dccd…

Is business uptake of #AI may be slower than headlines suggest? On the #ManagingTheFutureOfWork podcast, I'm joined by @Conferenceboard's Steve Odland. The challenge is less about the technology than governance, workflows, and organizational adaptation. hbs.me/kz8cse5d

On #ManagingTheFutureOfWork, it was a pleasure to welcome #ThurgoodIndustries founder @DarnellEpps7. Making vocational skills visible to improve matching and retention. Darnell's path from incarceration to Yale Law School grounds his work. hbs.me/yckjeap2 #SkillsBasedHiring

Pleased to share on most recent paper on career navigation from the @Harvard Project on Workforce. Most research on career navigation focuses on what aspiring workers ought to do. Much of the discussion about how to prove the system's performance focuses on how to create better pathways to work. But our research strongly suggests we have to adjust those expectations to reflect the realities of the learners. Most get stuck in a start-stop-attempt to restart learning cycle. While they appreciate access to teachers and counselors with some expertise, they have very little actual access, and so rely on friends and family for input. Rather than having no access to labor market information, they find the number and variety of potential sources confusing and the user experience poor. For pathways to be successful, we have to build a new, user-focused infrastructure to support and sustain access. That need not be some hugely expensive "Marshall Plan"-- but it requires finding more affordable and comprehensible ways to mine the available data and to related it to the individual's interests (AI will help considerably), redouble efforts to provide surround services to interdict the start-stop cycle, and broaden access to social assets that can help familiarize and guide people to pathways they'll want to pursue. Home | Project on Workforce at Harvard

Please to share some thoughts with my colleagues at Harvard Business SchoolInstitute for Business in Global Society's Esther Schrader. Workforces are shrinking across the develop world, as well as China. In some countries, lackluster workforce participation rates are contributing to that phenomenon. Our work Project on Managing the Future of Work probes the role demographics will have in the future of work. As baby boomers retire, they are creating both a manpower shortage and growing gaps in skills. Doing many jobs well-- take pipefitting in marine construction as an example-- require considerable expertise to do well. An employer will wait several years before a new recruit replaces the productivity of a worker with thirty years of experience. Finding mechanisms to extend the working lives of those willing and able to go beyond traditional retirement thresholds should be a priority for executives and policymakers around the world. It will help sustain the skill-base and relieve pressure on overburdened pension schemes. Some ideas? Redesign jobs to reflect the changing physical capacity of older workers. Remove disincentives to work beyond a certain age (such as mandatory age thresholds to start drawing down IRAs in the USA). Create incentives to stay in the workforce (in the USA, eliminate the payroll tax for employers and employees for workers over the age of 64). Innovate in employment conditions (create permanent seasonal roles for older, white collar workers who wish to have a 'season' off but are willing to work more than half a year). Failing to recognize that today's employment policies within companies and across societies are rooted in an outdated demographic paradigm will expose countries to the full brunt of the falling demographic tide. #workforce #silversunami #demographics #workforcehttps://www.hbs.edu/bigs/how-an-aging-america-forces-companies-to-rethink-everything

On #ManagingTheFutureOfWork: From job disruption to a new undergraduate model. @william_r_kerr welcomes back @salkhanacademy. Re-skilling pathways, AI’s mixed impact on education, and the shift toward skills employers value. hbs.me/y7psp8fz #Workforce #EdTech

Pleased to share my latest #ManagingTheFutureOfWork conversation with @BizRoundtable’s Kristen Silverberg on how CEOs are addressing AI disruption, skills gaps, and access to good jobs. Listen: hbs.me/5n8fh852 #Workforce #AI #Leadership