Skills for the AI Workforce

You don’t become an expert Agentic AI developer by just learning prompts or calling an API. To build 𝘳𝘦𝘢𝘭 AI agents, you need to master a cross-disciplinary skillset — from system design and semantic search to context management, deployment, and continuous learning. I put together this visual: 𝗧𝗼𝗽 𝟱𝟬 𝗦𝗸𝗶𝗹𝗹𝘀 𝗳𝗼𝗿 𝗔𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗿𝘀 — the roadmap I wish I had when I started diving into building intelligent, autonomous agents. Here are some patterns I’ve observed: 1. 𝗦𝗲𝗺𝗮𝗻𝘁𝗶𝗰 𝘀𝗲𝗮𝗿𝗰𝗵, 𝘃𝗲𝗰𝘁𝗼𝗿 𝗱𝗮𝘁𝗮𝗯𝗮𝘀𝗲𝘀, 𝗮𝗻𝗱 𝗥𝗔𝗚 are non-negotiable for scalable context retrieval.     2. 𝗠𝘂𝗹𝘁𝗶-𝗮𝗴𝗲𝗻𝘁 𝗰𝗼𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗶𝗼𝗻 becomes essential when you go beyond a single use case.         3. 𝗠𝗲𝗺𝗼𝗿𝘆 𝗮𝗻𝗱 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻 are what differentiate a generic chatbot from an adaptive expert.     4. 𝗦𝗲𝗰𝘂𝗿𝗶𝘁𝘆, 𝗯𝗶𝗮𝘀 𝗺𝗶𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗼𝗼𝗽𝘀 make your system trustworthy and resilient.     5. 𝗛𝘂𝗺𝗮𝗻-𝗶𝗻-𝘁𝗵𝗲-𝗹𝗼𝗼𝗽, 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻, and 𝗱𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 bring it all into production.    If you’re serious about building in this space, treat this less like a checklist—and more like a curriculum. What would 𝘺𝘰𝘶 add to this list? And what are you focusing on right now?

McKinsey has 40,000 employees and 25,000 AI agents. Now it is adjusting remuneration to AI. An entire industry is being disrupted by AI. And it is not the only one. Less than 2 years ago McKinsey had just 3,000 AI agents. Its CEO originally expected to reach one AI agent per employee by 2030. Now it might be months away. 𝗕𝘂𝘁 𝘄𝗵𝗮𝘁 𝗱𝗼 𝗮𝗴𝗲𝗻𝘁𝘀 𝗱𝗼 𝗶𝗻 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴? • Consulting is full of work that is structured, repeatable, research-heavy, and analysis-driven. Exactly the type AI can replace. • Agents can help consultants search internal knowledge, summarize documents, compare markets, draft first versions, structure analyses, test hypotheses, build models, prepare client materials, and accelerate the kind of linear problem-solving that used to consume large amounts of junior consultant time. This does not mean McKinsey no longer needs consultants. It means consulting is changing. If AI can produce the first draft, the benchmark, the synthesis, the model, or the analysis, humans have to become better at the parts AI cannot reliably do: • setting the right ambition • applying judgment • challenging answers • managing the client • connecting politics with strategy • turning analysis into decisions This is much bigger than automation. Consulting firms are now redesigning the economics of consulting around a new execution layer. 𝗟𝗲𝘁’𝘀 𝘁𝗮𝗸𝗲 𝗼𝗻𝗲 𝘀𝘁𝗲𝗽 𝗯𝗮𝗰𝗸. For decades, the consulting model was built around senior partners selling the work, large teams delivering it, and clients paying for expertise, time, and execution capacity. If now AI agents are doing an increasing part of this work, clients will ask why they should pay the same way for work that now takes less human effort. That means consulting firms need to adjust their business model: from selling hours and advice to selling outcomes. Savings, cost reduction, productivity improvement, revenue increase, real transformation. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝗮𝘁 𝗠𝗰𝗞𝗶𝗻𝘀𝗲𝘆 𝗶𝘀 𝗰𝗵𝗮𝗻𝗴𝗶𝗻𝗴 𝗻𝗼𝘄: Partners will receive a smaller share of profits in cash and a larger share in equity. In practice, part of the money that would have been paid out immediately stays inside the firm. 𝗪𝗵𝘆? • Because consulting cash flows may become more volatile. If more projects are tied to savings or performance improvements, the firm may only get fully paid once the client actually delivers the result. • McKinsey needs more capital inside the business: to absorb delayed payments, take more outcome risk, and invest in the technology needed to deliver work differently. Consulting companies are adopting 𝗼𝘂𝘁𝗰𝗼𝗺𝗲-𝗯𝗮𝘀𝗲𝗱 𝗽𝗿𝗶𝗰𝗶𝗻𝗴. Any industry built on expensive expert work, repeatable analysis, and billable hours will face the same pressure: to move from selling activity to selling outcomes. Opinions: my own, Graphic source: CB Insights Subscribe to my newsletter: https://lnkd.in/dkqhnxdg

Every customer and government leader I meet is asking, “How can we make AI a force for good for our people, and not a threat?” 92% of jobs are expected to undergo some level of transformation due to advancements in AI. The work begins with identifying and enabling the new skills and training needed for AI preparedness. That’s why I’m honored to share the insights from the AI-Enabled ICT Workforce Consortium's inaugural report, “The Transformational Opportunity of AI on ICT Jobs.” This report examines the impact of AI on 47 ICT job roles and offers tailored training recommendations. It's a unique guide to the skills needed for the AI future, with recommendations that couldn't be clearer, timelier, or more urgent. Here are some of the top takeaways: - 92% of ICT jobs will undergo high or moderate transformation due to AI. - 40% of mid-level and 37% of entry-level ICT positions will see high levels of transformation. - Skills like AI ethics, responsible AI, prompt engineering, and AI literacy will become crucial. - Foundational skills such as AI literacy and data analytics are essential across all ICT roles. Read the full report here: https://lnkd.in/gWfPc8WT The risks associated with an under-skilled, unprepared workforce are global in scale, ranging from economic wage gaps to trade imbalances, technological stagnation, social and ethical issues, and national security threats. This creates a pressing need for a coordinated effort to reskill and upskill employees around the world. By investing in a long-term roadmap for an inclusive and skilled workforce, we can help all populations participate and thrive in the era of AI. Led by Cisco and joined by industry giants like Accenture, Eightfold, Google, IBM, Indeed, Intel Corporation, Microsoft, and SAP the Consortium will train and upskill 95 million people over the next 10 years through their individual organizations' commitments.

Prompt engineering is the new consulting superpower. Most haven't realized it yet. Over the last couple of days, I reviewed the latest guides by Google, Anthropic and OpenAI. Some of the key recommendations to improve output: → Being very specific about expertise levels requested → Using structured instructions or meta prompts → Explicitly referencing project documents in the prompt → Asking the model to "think step by step" Based on the guides, here are four ways to immediately level up your prompting skill set as a consultant: 1. Define the expert persona precisely "You're a specialist with 15 years in retail supply chain optimization who has worked with Target and Walmart." Why it matters: The model draws from deeper technical patterns, not just general concepts. 2. Structure the deliverable explicitly "Provide 3 key insights, their implications and then support each with data-driven evidence." Why it matters: This gives me structured material that needs minimal editing. 3. Set distinctive success parameters "Focus on operational inefficiencies that competitors typically overlook." Why it matters: You push the model beyond obvious answers to genuine competitive insights. 4. Establish the decision context "This is for a CEO with a risk-averse investor applying pressure to improve their gross margins." Why it matters: The recommendations align with stakeholder realities and urgency. The above were the main takeaways I took from the guides which I found helpful. When you run these prompts versus generic statements, you will see a massive difference in quality and relevance. Bonus tips which are working for me: → Create prompt templates using the four elements → Test different expert personas against the same problem (I regularly use "Senior McKinsey partner" to counter my position detecting gaps in my thinking.) → Ask the model to identify contradictions or gaps in the data before finalizing any recommendations. We’re only scratching the surface of what these “intelligence partners” can offer. Getting better at prompting may be one of the most asymmetric skill opportunities all of us have today. Share your favourite prompting tip below! P.S Was this post helpful? Should I share one post per week on how I’m improving my AI-related skills?

7 AI Prompts That Will Transform Your Job Search After Being Laid Off: Context: The Harsh Reality of Starting Over Job seekers with 10, 15, or 20+ years of experience often face:  – Long gaps with zero responses  – Pressure to “keep up” with new tech  – Bias toward “fresh” or entry-level talent AI levels the playing field by helping you showcase value, not just history. Here's how: 1. Resume Transformation Prompt To revamp your resume, use: "Analyze my resume for a [target role]. Identify gaps between my experience and job requirements, then rewrite my bullets to highlight transferable skills and quantifiable achievements." This reframes long experience into modern, relevant, value-driven language.  The result? Higher response rates and more recruiter engagement. 2. LinkedIn Headline Generator  Most headlines are just job titles. A smart, keyword-optimized headline boosts profile views, search visibility, and inbound recruiter messages. Try this: "Create 5 LinkedIn headlines for a professional with 10+ years in [industry] targeting [new role]. Include keywords that attract recruiters and highlight experience." 3. Value Validation Project Creator Use AI to create a mini project that proves your value before you’re hired: "Design a small project I could complete to demonstrate my capabilities for [target company] in [target role]. Include 2–3 deliverables that showcase relevant skills." Hiring managers view project-driven candidates as proactive problem-solvers. 4. Interview Question Predictor Start prepping for your interview by rehearsing the questions you'll be asked: "Based on this job description [paste JD], generate 15 likely interview questions, including 5 behavioral questions about adapting to new technologies." This prepares you for tough questions on tech, change, and adaptability. 5. Age-Proofing Communication Prompt Shift communication away from “years served” and toward results delivered. Try this: "Review this email/cover letter and identify any language that may hint at age or dated experience. Suggest alternatives that emphasize value, adaptability, and expertise." This helps position experience as an asset, not a red flag. 6. Salary Research Assistant Want to aim for a higher salary? This prompt can help: "Analyze current market salary ranges for [role] in [location] for experienced professionals. Include negotiation arguments that emphasize value, not tenure." This produces tailored salary insights + value-based negotiation points, leading to stronger offers and more confidence at the table. 📈 James was overwhelmed after a layoff. Our AI + coaching approach helped him land an EdTech leadership role with a 42% raise. 👉 Ready to get back on track with a system that works? Free 30-min Clarity Call: https://lnkd.in/gdysHr-r

29% of workers in the U.S., U.K., and Europe admit to sabotaging their company’s AI strategy. Not for the reasons you may think. The Fast Company report shows this is not about skill or technical readiness. Many employees understand the tools. The issue is rooted beneath the surface. Employees are avoiding AI, feeding it low quality inputs, or working around it because they do not trust how it will be used against them. The concerns are straightforward. Job displacement. No clarity on how outputs are evaluated. Tools introduced without context or training. People feel acted on, not included. That creates friction you will not see in a dashboard, but you will feel it in outcomes. From a leadership standpoint, this is a clear signal. When people resist, incentives and expectations are not aligned. If AI is framed as a cost reduction effort, employees will protect themselves. If success metrics are unclear, they fall back to familiar ways of working. If leaders are not explicit about how AI informs decisions, trust erodes quickly. There is also a security implication many teams are underestimating. When employees do not have clear guidance and practical education, they will find ways around the system. Shadow AI is a growing problem in most organizations, whether acknowledged or not. In agent-driven environments, this goes beyond inefficiency and into tangible security risk. What should leaders be doing about this? Here is where I’d start: 1. Remove ambiguity. Do not rely on static documents. Build clarity into how work is executed. Define where AI is used, where it is not, and which decisions remain human. 2. Make incentives explicit. If employees believe AI adoption leads to headcount reduction, resistance is a rational response. Align AI usage with growth and better outcomes, not replacement. 3. Invest in real enablement. Move beyond general training. Provide role-specific guidance that shows how AI improves the work in front of people. 4. Measure behavior, not rollout. Look at where AI is ignored, overridden, or bypassed. That is where the strategy is not landing.   What are your thoughts? Anything else I didn’t think of? Read full report here: https://lnkd.in/gE-qBbSK

Your people don’t fear AI. They fear what you’ll do with it. If you're a leader, let that sink in for a moment. Most employees are optimistic that AI will reduce drudge work and free up time for more meaningful tasks. What they worry about is surveillance, fairness, and being reduced to a data point in an opaque system. That’s not a tooling issue → that’s a trust issue. ⸻ From a leadership coaching lens, this is where you earn or erode trust very quickly: 🔹 If you introduce AI only in the context of cost‑cutting, people will connect the dots. 🔹 If you talk about “augmentation” but never invest in reskilling, people will connect the dots. 🔹 If decisions change and no one can explain why, people will connect those dots too. ⸻ Leaders who navigate this well do three things: ✅ Declare the “red lines”: Be explicit about what AI will not be used for in your company. ✅ Put humans visibly in the loop: Make it clear that people—not models—own the final decisions that affect careers. ✅ Invite challenge: Create safe ways for employees to question AI‑supported decisions and raise concerns. ⸻ Before rolling out any AI initiative that touches people, ask yourself: “If I were on the receiving end of this, what would I need to see, hear, and know to trust it?” Design from that place—and your AI strategy becomes a TRUST strategy, not just a tech strategy. Coaching can help; let's chat. ♻️ Repost it to your network and follow Joshua Miller for more tips on coaching, AI-era leadership, career + mindset. ⸻ #ai #leadership #executivecoaching #culture #mindset #careeradvice #hr

Generative AI (GenAI) has ushered in a renaissance age for the generalist. For years, organizations have spent a disproportionate amount of capital hiring hyper specialized talent with deep technical knowledge. Now, with the democratization of #GenAI, the value offered by hiring ‘capable generalists’ is on the rise. People who articulately frame their thoughts, pose well-formed questions (prompts), and exercise #AI tools to their advantage, stand to benefit greatly. The demand for specialized AI talent - model developers, AI ops talent, and engineers to build and maintain infrastructure - will persist. But demand for non-technical talent is shifting to a more balanced state. Those who have the skills to extract value from platforms are becoming as valuable to organizations as those who build them.  I strongly encourage business leaders to incorporate skills like curiosity, critical thinking, and effective writing into their hiring profiles. These skills are becoming increasingly important - and valuable - in this next phase of technology and operations.

Over the past 10 weeks, I’ve interviewed 35 talent and learning leaders at Fortune 1000 companies for a report I’ll be releasing this fall. One of my favorite questions has been the very first one: 𝐖𝐡𝐚𝐭 𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐭𝐨𝐩 𝐭𝐡𝐫𝐞𝐞 𝐩𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 𝐫𝐢𝐠𝐡𝐭 𝐧𝐨𝐰?” With 105 priorities and counting, the responses vary widely given differences in industry, scope, and role (VP of Learning, talent, talent management, leadership development) but here is a slice of what has been shared so far: ➡️ AI and work transformation: Clarify what AI means for the workforce, its implications for roles, and how teams can adopt it to accelerate development and efficiency. ➡️ AI Coaching Pilot: Launch an AI-powered coaching pilot program across the organization to scale leadership development support. ➡️ Generative AI Upskilling: Upskill employees and leaders to effectively use generative AI in day-to-day work ➡️ Future of Work & Workforce Planning: Prepare for disruptions to job architecture by integrating human and digital workforces. Rethink responsibilities, structures, and collaboration models. ➡️ Change management: Embed change management capabilities at all levels, particularly around AI adoption. ➡️ New leadership Behaviors: Equip leaders with new capabilities to thrive in a changing environment, including adaptability, resilience, and the ability to lead in an AI-augmented workplace. ➡️ Skills and Career Paths - Creating paths by prioritized skills in our organization ➡️ Rethinking the Function: Redesign the talent and learning function to reflect disruption caused by AI ➡️ Change Leadership: Navigate a period of executive turnover and transition by stabilizing the leadership team, clarifying roles, and building confidence with functional business leaders. ➡️ Facilitating Connection: Partnering with our employee experience and workplace teams to use in-office team days for learning and connection ➡️ Linking Performance and Development: Redesign performance processes to connect directly to development, helping employees understand what growth means in practical and tangible terms. ➡️ Manager Development: Continue to strengthen manager capability and resources, ensuring managers are equipped to drive performance and support employee development ➡️ VP and SVP Development: Support and accelerate the growth of new vice presidents and senior vice presidents as they step into expanded leadership roles. ➡️ Building a Leadership Bench : Develop and execute a strategy for strengthening the leadership bench, with a focus on preparing our Top 200 leaders ➡️ AI/Learning : Using AI internally within the learning function and focusing on key skills in AI for client-facing practitioners ➡️ Academies For AI/Data Roles: Developing and rolling out an academy for our AI & Data Product Employees I’d love to hear your perspective: What stands out most to you about this list, or what themes are you seeing in this list?

I consider prompting techniques some of the lowest-hanging fruits one can use to achieve step-change improvement with their model performance. This isn’t to say that “typing better instructions” is that simple. As a matter of fact, it can be quite complex. Prompting has evolved into a full discipline with frameworks, reasoning methods, multimodal techniques, and role-based structures that dramatically change how models think, plan, analyse, and create. This guide that breaks down every major prompting category you need to build powerful, reliable, and structured AI workflows: 1️⃣ Core Prompting Techniques The foundational methods include few-shot, zero-shot, one-shot, style prompts. They teach the model patterns, tone, and structure. 2️⃣ Reasoning-Enhancing Techniques Approaches like Chain-of-Thought, Graph-of-Thought, ReAct, and Deliberate prompting help LLMs reason more clearly, avoid shortcuts, and solve complex tasks step-by-step. 3️⃣ Instruction & Role-Based Prompting Define the task clearly or assign the model a “role” such as planner, analyst, engineer, or teacher to get more predictable, domain-focused outputs. 4️⃣ Prompt Composition Techniques Methods like prompt chaining, meta-prompting, dynamic variables, and templates help you build multi-step, modular workflows used in real agent systems. 5️⃣ Tool-Augmented Prompting Combine prompts with vector search, retrieval (RAG), planners, executors, or agent-style instructions to turn LLMs into decision-making systems rather than passive responders. 6️⃣ Optimization & Safety Techniques Guardrails, verification prompts, bias checks, and error-correction prompts improve reliability, factual accuracy, and trustworthiness. These are essential for production systems. 7️⃣ Creativity-Enhancing Techniques Analogy prompts, divergent prompts, story prompts, and spatial diagrams unlock creative reasoning, exploration, and alternative problem-solving paths. 8️⃣ Multimodal Prompting Use images, audio, video, transcripts, diagrams, code, or mixed-media prompts (text + JSON + tables) to build richer and more intelligent multimodal workflows. Modern prompting has fully evolved to designing thinking systems. When you combine reasoning techniques, structured instructions, memory, tools, and multimodal inputs, you unlock a level of performance that avoids costly fine tuning methods. What best practices have you used when designing prompts for your LLM? #LLM