Six skills employers want most in the age of AI – and how every candidate can show them

As automation reshapes the labour market, new research indicates that a specific set of human skills will carry as much weight as formal qualifications in hiring and progression decisions.

A five-year study by the National Foundation for Educational Research (NFER) has identified six core transferable skills that employers value most for the coming decade: organisation, problem-solving and decision-making, communication, collaboration, creative thinking and the ability to evaluate information and data.

With NFER warning that up to three million low- to mid-level roles could disappear by 2035 due to AI and automation, and with almost one million young people currently outside education, employment or training, these skills are emerging as a critical differentiator for candidates, including LGBTQ+ jobseekers who often bring strong interpersonal and resilience capabilities to the workplace.

1. Organisation, planning and prioritisation

One of the first shifts for young people leaving education is the loss of an imposed timetable. Employers report that self-management becomes a decisive factor in early career success.

In Leeds, Christian Townsley, co-founder of the North Bar group, describes bar work as an exercise in calm under pressure. Staff must track who is next to be served, juggle multiple tasks and maintain composure during busy periods.

To assess this, North Bar uses trial shifts during recruitment. Candidates can demonstrate how they organise their tasks, respond to customers and integrate with the team in real time. As employees progress, expectations increase. Their roles expand to include ordering and pricing stock, planning social media activity, contributing to marketing and supporting recruitment.

The message from employers is clear: being able to structure your own workload and adapt as responsibilities grow is as important as technical knowledge.

2. Problem-solving and decision-making

Businesses want employees who can respond constructively as issues arise and take informed decisions without waiting for detailed instructions.

Political science graduate Maria Aderonmu built a career with Morgan Sindall Infrastructure, which delivers energy, defence and rail projects across the UK. Now working in strategy, she frequently has to adapt at speed and respond to changing circumstances. Her background in university debating helped her think on her feet and approach complex problems from multiple angles.

People director India Chaplin does not expect early career candidates to have experience of every scenario. She encourages applicants to draw on examples from education, volunteering, community projects or teams outside work that show how they identified a problem, weighed up options and chose a course of action.

Employers look for evidence of judgment and ownership, even when the situation is new.

3. Communication that supports relationships and reduces conflict

Strong communication skills remain central to performance in almost every role.

At North Bar, general manager Jake Readman emphasises that communication is especially important in a fast-paced customer environment. Staff are expected to keep colleagues informed, interact positively with guests and de-escalate tensions when issues arise.

Readman advises candidates to show confidence in who they are and in their capacity to learn and apply new skills. He also values initiative, such as approaching the team in person.

This approach impressed jobseeker El Cousins, who chose to hand in a CV face to face. She believes that a brief conversation gives employers a better sense of her personality than an online application alone. Readman later offered her shifts, noting that the interaction gave useful insight into her communication style.

For LGBTQ+ professionals, communication also includes setting boundaries, calling out inappropriate behaviour and supporting colleagues from underrepresented groups, all of which strengthen workplace culture.

4. Collaboration as the backbone of teamwork

Across sectors, employers are prioritising the ability to work effectively with others.

At Barbour’s factory in South Shields, HR director Lynn Bassett explains that each department is closely connected. Success depends on teams coordinating their activities and respecting the impact of their decisions on colleagues.

When hiring, Barbour looks for examples of collaboration from any context. Candidates may lack direct industry experience, but descriptions of working in student groups, community initiatives or part-time jobs can still demonstrate the ability to listen, share responsibility and deliver collective results.

Fashion student Addie Pattas experienced this first-hand on a placement with Barbour. Working in the department that repairs customers’ jackets, she coordinates with the warehouse, factory and shipping team. Clear communication across these teams keeps work on track and customers informed.

Inclusive collaboration also involves creating space for diverse voices, including LGBTQ+ colleagues, to contribute fully and safely to shared goals.

5. Creative thinking across all roles

Creativity is often associated with fields such as fashion or design, yet employers are seeking imaginative thinking in a wide range of jobs.

Barbour’s Bassett notes that creativity emerges whenever employees approach a setback in a fresh way. During interviews, her team asks open questions such as, “Tell us about a time something did not go to plan and how you brought it back on track.” Responses help reveal how candidates reframe challenges and generate practical solutions.

From resolving customer complaints to improving internal processes, the ability to think differently and act constructively is becoming a core employability skill. For many LGBTQ+ people, lived experience of navigating complex social environments and systems can strengthen creativity and resilience, which in turn add value to teams.

6. Evaluating data and information in an AI-driven world

As AI tools and data platforms become standard, employers need people who can interpret information rather than rely on raw numbers.

At Morgan Sindall Infrastructure, Chaplin explains that data alone does not provide insight. Employees must combine information from various sources, judge its reliability and decide what matters most for colleagues and clients.

In practice, this can include reviewing weather forecasts for engineers working on power lines, identifying which patterns present safety risks and sharing the right information with operational teams.

NFER identifies this kind of information literacy as a higher-level human skill that complements automation. Machines process volume, while people add context, ethics and accountability.

Preparing young people for a changing labour market

The economist leading the NFER project, Jude Hillary, emphasises that human-centred skills will be vital for securing and sustaining higher skill roles as technology advances. He expects many people to make substantial career changes during their working lives as jobs evolve or disappear.

An independent review led by former health secretary Alan Milburn has examined the scale of young people who are not in education, employment or training. Its interim report found that 42% of employers experience difficulties hiring young people because of gaps in soft skills and work readiness. The next most cited concern, mentioned by 10% of employers, is resilience.

As a result, schools, colleges and universities face growing expectations to build work readiness alongside academic achievement. Prime Minister Andy Burnham has already indicated support for more technical education from age 14 and backed a new work experience initiative for 10,000 young people announced by retailer Sainsbury’s.

The final Milburn review, due in September, is expected to recommend ways to increase the number of young adults in secure employment, with these six skills likely to sit at the centre of proposed solutions.

Why this matters for the workplace

For employers, especially those committed to LGBTQ+ inclusion, these findings offer a practical roadmap:

• Hiring and promotion: Selection processes that focus on communication, collaboration and problem-solving help identify talent from diverse backgrounds, rather than relying solely on traditional qualifications.
• Inclusion and belonging: Strong interpersonal and conflict resolution skills create safer, more respectful environments for LGBTQ+ colleagues and other underrepresented groups.
• Future-ready teams: Employees who can adapt, learn, evaluate data and think creatively position organisations to respond constructively to AI and automation.
• Employer brand: Businesses that invest in human skills and inclusive cultures become more attractive to candidates who value both career growth and psychological safety.

Professionals who build these capabilities, and who seek out inclusive employers that genuinely value them, are better placed to thrive in a changing economy.

myGwork connects LGBTQ+ professionals with inclusive organisations that actively look for these six skills. To explore roles, build your network and showcase your strengths in a community that values who you are, consider signing up to myGwork today.

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