The Future of Work

The ability to adapt has always been an essential skill in the workplace, whether employers recognized it or not. From the rise of personal computers in the 1970s and the introduction of the internet in the 1990s to the mass migration to remote work during the COVID-19 pandemic, the concept of work is constantly evolving as emerging technology and new generational perspectives enter the chat.

While it’s true that work has never been static, one thing seems clear: the rapid pace of change is more obvious today than ever.

Alumni working in human resources, faculty researching leadership development and ��ɫ��Ƶ’s vice president of IT weighed in on the future of work, sharing insight about how to harness technology, what skills help employees remain relevant and how to be competitive in the job market. So, what does the future of work look like and how can Golden Flashes be prepared to excel in their careers for years to come?

Meet the Experts

Rick Arnold, ’93

Vice President of Human Resources
Industrious Group

Lashawrida Fellows, ’03

Deputy Director of Human Resources
The City of Akron

James Raber, Ph.D.

Vice President for Information Technology, Chief Information Officer
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Mark Whitmore, Ph.D.

Associate Professor, Department of Management
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The Age of AI Is Here

With a few simple prompts from your phone, you can create a workout routine that fits your goals and your schedule. You can get tips for having a difficult conversation with a friend. You can even create a video of your beloved dog flying a spaceship to Mars while reciting lines from a Shakespearean play.

With technology advancing at a staggering pace and regulation surrounding it either lagging or nonexistent, the world of AI is the new Wild West. It feels both new and ubiquitous – and the workplace is no exception. AI isn’t going anywhere, so how can individuals learn to leverage it in a way that is ethical and responsible without becoming overly reliant on it?

For James Raber, Ph.D., vice president for Information Technology and chief information officer at ��ɫ��Ƶ, AI users need to understand what platforms their organization allows and what data can be entered into those platforms. He also advises users to cast a critical eye over outputs to ensure that what the AI is providing makes sense.

“AI still hallucinates pretty regularly,” Raber explained. “There are benchmarking services, like Artificial Analysis, that perform intensive analysis on hallucination rates on major AI platforms."

"Hallucination rates, even on frontier (newest) models, are still significant.”

Raber sees AI helping people get their work done faster and automating processes where it makes sense. If you aren’t sure whether the task is a good one for AI, Raber suggests a simple framework: Is the process difficult or time-consuming for a human and easy for a computer? If so, that’s a great opportunity to utilize AI.

Richard Arnold, ’93, vice president of human resources for Industrious Group, sees AI as a tool to support work. Rather than replacing an individual’s personal judgement and critical thinking, it can enhance decision making, streamline routine work and improve insights. Like Raber, he recommends organizations have strong governance around data privacy, intellectual property and ethical use.

Sharpen Your Competitive Edge

When it comes to demonstrating your value, Arnold advises ��ɫ��Ƶ alumni to translate their experiences into outcomes. This helps employees understand how the work they are doing contributes to the overall success of the organization.

“I was a business school graduate, so in my profession, I’m always thinking about translating experiences into business outcomes – cost savings, productivity gains, revenue growth – not just responsibilities,” said Arnold.

He also recommends employees be prepared to continue to contribute to the workplace, not content resting on their past achievements.

And once those achievements have been accomplished, it’s ok to share them.

Lashawrida Fellows, ’03, deputy director of human resources for the City of Akron, finds that candidates often lack confidence when sharing about their achievements. Other common mistakes she sees include applying with generic resumes, failing to research the company and arriving unprepared, such as attending an interview without taking the time to craft thoughtful questions.

She also recommends that people flex their networking muscles.

“Networking matters just as much the skills and experience,” Fellows explained.

“Building authentic relationships can open doors that you didn’t even know existed."

Mark Whitmore, Ph.D., is an associate professor in the Ambassador Crawford College of Business and Entrepreneurship at ��ɫ��Ƶ. He has an extensive background in leadership development, succession planning and coaching, as well as 20 years of leadership experience as a human resources executive. When it comes to professional development, he advises employees to explore new areas.

“Look to the areas that you tend to avoid, that you feel uncomfortable about, and therefore you don't read much or you have kind of a negative opinion about it,” said Whitmore. “Those are areas that you need to start exploring.”

Some Skills Never Go Out of Style

In our data-driven world, AI literacy, data fluency and digital collaboration tools are like employment currency. Employers need candidates who can work effectively with technology, but Fellows also recognizes the importance of other skills that can translate across industries.

“Soft skills are and will always be an important skill needed in the workplace,” Fellows explained.

“Technology can evolve quickly, but the ability to collaborate, communicate, problem-solve and lead is what makes individuals promotable.”

Arnold and Fellows agree that skills like effective communication, critical thinking, problem solving, professionalism, time management and the ability to work well with others are all essential.

Other skills like adaptability and a willingness to learn are imperative in the workplace as well.

“The key is employability,” Whitmore said. “You have to be a lifelong learner, and you have to take initiative to learn skills that you might not know. When navigating a period of uncertainty, the more you can develop your skills and have broader your skill set, the better that’s going to be for you.”

Keep Learning, Keep Earning

“An important habit to build would be constant learning,” said Fellows. “Professionals should read regularly about things happening in their field, as well find and participate in short courses or certifications that can expand their knowledge and skills.”

Taking short courses and earning certifications like Fellows mentioned is often referred to as upskilling and micro credentialing, phrases that are all over LinkedIn right now. But what does that mean? Both focus on the concept of continued learning through short, structured programs. Once completed, those credentials can be added to resumes or LinkedIn pages as digital badges to highlight particular skills or competencies.

“The business world is very competitive,” Whitmore said. “When a job becomes available, you have to put yourself forward and convince people why you are the best candidate."

"Having some of this credentialing and upskilling can help differentiate you from others who might be competing for the same position.”

Fellows noted that employers recognize the value of this added learning, particularly for rapidly evolving fields like data, IT and project management. What’s more, even taking these courses shows initiative, curiosity and a commitment to continuous learning.

But Arnold adds a layer to this approach, noting that it’s important to be intentional and focused about where you are investing your time and effort.

“The goal isn’t collecting credentials,” Arnold said. “It is more about demonstrated capability and applied learning that can be translated into value and outcomes for an organization or small business.”

Leading in an Era of Rapid Change

Whitmore, who has spent a good portion of his life focused on studying leadership development, has a saying: Leaders cast long shadows. Simply put, people look to their leaders and are influenced by them. To foster a culture of learning, leaders need to be actively engaged in learning also.

“I think that being a good leader requires that you allow for some level of experimentation and a threshold to allow failures to happen, knowing that you still have to protect the bottom line and produce good outcomes,” said Raber.

Whitmore agrees that a supportive atmosphere – not just lip service – can make all the difference for employees.

“A leader has to express the importance of learning and be supportive of it,” he said. “You need to incorporate time for learning these new skills into an employee’s responsibilities.”

A Final Note on AI

Feeling wary of artificial intelligence? That’s normal, and Raber would even argue that it’s healthy to have a little skepticism.

“I would say that people are right to be a little wary of it. It’s disrupting every kind of industry out there, whether it’s a small disruption or a big disruption.”

If you are interested in learning more about AI, Raber recommends exploring some available resources, including LinkedIn Learning, where there are full courses related to AI. Other options include YouTube channels, such as Jeff Su, Dan Martell and Paul Lipsky. and are also great places to learn more.

Ready for the Future

Work will keep evolving in unpredictable ways, but the qualities that help people succeed remain the same. As technology changes and industries shift, curiosity, adaptability and a commitment to lifelong learning will set professionals apart.

Wherever you are in your career, staying relevant means staying engaged. ��ɫ��Ƶ alumni always have access to resources through Career Exploration and Development, including resume assistance, headshots and other tools. Alumni can also connect with each other through Flashes Connect, our alumni mentoring program.

By combining technical knowledge with critical thinking, meaningful relationships and a willingness to keep learning, Golden Flashes can confidently navigate whatever comes next.

Top 10 Takeaways

Embrace AI as a tool, not a replacement.

Use AI to increase efficiency and insight, but always pair it with human judgment, critical thinking and ethical decision-making.

Adaptability is your greatest career advantage.

The people who thrive won't be those who know everything today, but those who can continuously learn and adjust as work evolves.

Never stop learning.

Upskilling, certifications and continuous professional development help you stay relevant in a rapidly changing job market.

Build skills that technology can't replace.

Communication, collaboration, leadership, emotional intelligence and problem-solving remain essential regardless of technological advances.

Show your impact, not just your responsibilities.

Employers appreciate how your work created measurable value, whether through cost savings, productivity, innovation or growth.

Invest in relationships as much as your résumé.

Networking and authentic professional connections often create opportunities that qualifications alone cannot.

Seek out perspectives that challenge your own.

Reading broadly and exposing yourself to different viewpoints strengthens critical thinking and helps counter algorithm-driven echo chambers.

Be intentional about professional growth.

The goal isn't collecting credentials; it's developing skills you can apply to solve problems and deliver meaningful results.

Great leaders create cultures of learning.

Effective leaders encourage experimentation, support continuous development and empower others to contribute their best ideas.

Your career is no longer a straight line.

As industries, technology and workforce expectations continue to change, success will belong to those who stay curious, flexible and ready for what's next.

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