At this year’s SEWI-ATD Talent Development Forum, leaders and practitioners from across the region came together to explore one of today’s most pressing questions for the future of talent development: How do we prepare our workforce—and our organizations—for the future of work?
The event featured powerful insights from Kelly Palmer, Joe Poeschl, and Rodney Jones-Tyson, each emphasizing the evolving intersection between learning, leadership, and organizational change.
Ultimately, for learning and change management professionals, the message was clear: the future belongs to those who can help people learn continuously, adapt quickly, and connect authentically.
1. Kelly Palmer: Building Learning into the Flow of Work
Kelly Palmer—author, thought leader, and expert on the future of work—outlined how rapidly jobs and skills are shifting. Some roles are in decline, while others are emerging as critical to business success.
According to LinkedIn’s 2025 Workforce Insights, top jobs in demand include software engineers, project managers, customer service representatives, sales managers, and data scientists, whereas roles such as retail associates, data entry clerks, and administrative assistants continue to decline.
Palmer also highlighted that 70% of organizations are investing in AI, yet only 20% of employees feel ready to work alongside it. That readiness gap underscores the urgency for continuous upskilling—particularly for mid-level managers and experienced professionals.
New Models of Learning
To address this, Palmer presented a framework for how organizations can modernize their approach to learning by combining human connection with AI-enabled support.
“Human + AI learning means combining personalized technology with real-world human coaching.”
- Human + AI: Pair learners with both personalized AI assistants and human experts to blend automation with mentorship.
- Project-based learning: Move beyond theory—learners apply skills through real-world projects.
- Cohort-based learning: Participants learn together in small cohorts, coached by experts who assess real project outcomes.
- Integrated AI coaching: Replace rote quizzes with AI that uses the Socratic method—asking probing questions to deepen understanding.
- Assess knowledge and skills: Evaluate not just what learners know, but what they can do.
“People learn best when there’s a loop: knowledge, practice, feedback, reflection.” — Kelly Palmer
This “Learning Loop” of knowledge → practice → feedback → reflection reinforces the idea that learning isn’t an event—it’s a process. Supported by both humans and technology, it’s crucial because it helps learners internalize new behaviors and make change sustainable.
The Skills That Matter Most
Palmer then identified which capabilities organizations should focus on—both technical and human.
The most future-ready organizations will value empathy, adaptability, and curiosity as much as data or code.
Human Skills (Always in Demand):
Critical thinking, emotional intelligence, leadership, adaptability, curiosity, empathy, active listening, creative thinking, social influence, and resilience.
Technical Skills (2025 and Beyond):
AI literacy, machine learning, data science and analytics, cybersecurity, cloud computing, and foundational software development (DevOps and full-stack).
Overall Skills in Demand (2025):
AI literacy, adaptability, conflict mitigation, process optimization, innovative thinking, solution selling, stakeholder management, and public speaking.
For learning and change professionals, these insights are a roadmap. The work ahead isn’t just about developing learning programs—rather, it’s about embedding human + technical skill development into every stage of transformation.
2. Joe Poeschl: Designing Learning Around People, Not Programs
The conversation subsequently turned to Joe Poeschl of the MKE Tech Hub Coalition, who partnered with Kelly Palmer on a multi-session series focused on upskilling mid-career tech talent.
“When we design learning around people, not programs, we create real value.”— Joe Poeschl, MKE Tech Hub Coalition
In this interactive session, participants were challenged to design innovative learning solution given no limitation on budget or time.
The group explored two key questions:
- Who are we designing learning for?
- How can we create real value for them?
Using previously developed learner personas, participants brainstormed how organizations could create offerings that truly meet people where they are—aligning learning with personal aspirations and organizational needs.
For learning and change management professionals, this is an essential reminder: successful upskilling starts with empathy. Specifically, understanding learner context—what they value, how they work, and what motivates them—creates the foundation for effective, sustainable development.
3. Rodney Jones-Tyson: Making Learning a Business Strategy
The forum closed with a fireside chat featuring Rodney Jones-Tyson, Global CHRO of Baird, moderated by Allyson Carter, Executive Consultant at The CARA Group.
Rodney brought warmth and candor to the discussion, describing how Baird integrates learning and culture into its overall business strategy.
“For change to last, learning must be built into the flow of work—not bolted on.”
Leadership as Service
He explained that leadership development at Baird recognizes distinct needs across leadership levels:
- Producer leaders focus on removing obstacles and enabling performance.
- Coaching leaders prioritize connection, support, and development.
“It’s not about you—it’s about the team.” — Rodney Jones-Tyson, Global CHRO, Baird
Rodney emphasized that effective leadership is built on trust, empathy, and emotional intelligence—the foundations of servant leadership.
The Qualities Baird Values
While technical skills are essential, Rodney shared that Baird looks first for people who bring:
- Curiosity – constant learners who fuel innovation.
- Humility and resilience – the ability to fail and recover stronger.
- Hustle – the drive to serve clients and push for continuous improvement.
“Curiosity, humility, and hustle—those are the traits that drive learning and innovation.”
Culture as the Connective Tissue
At Baird, culture isn’t a slogan—it’s strategy. The Culture Team serves as connective tissue across the organization, creating associate experiences and celebrating contributions. Their mantra: “We are greater than I.”
Rodney also described the firm’s “Fish to Meet New Fish” program, which intentionally connects employees across functions to build relationships and strengthen collaboration.
“Talent belongs to the firm, not the manager.”— Rodney Jones-Tyson
Consequently, by encouraging mobility and collaboration, Baird ensures that talent is shared across the enterprise—amplifying both engagement and impact.
He closed with a powerful reminder:
“People matter.”
Key Takeaways for Learning & Change Leaders
Across all three sessions, a clear picture emerged of what it takes to thrive in today’s environment:
- Integrate learning into the flow of work – Learning isn’t a one-time event; it must be embedded into daily activity.
- Leverage Human + AI learning models – Use AI to personalize, but preserve the human connection.
- Prioritize human skills alongside technical ones – The most future-ready organizations will value curiosity, empathy, and adaptability as much as data or code.
- Design learning with the learner in mind – Empathy-driven, project-based, cohort-supported experiences stick.
- Make learning part of business strategy – Partner with business units and HRBPs to align learning to outcomes.
- Lead with culture – Trust, connection, and shared purpose sustain change.
Final Thought
The future of talent development depends on how well we blend technology with humanity.
As Kelly Palmer, Joe Poeschl, and Rodney Jones-Tyson each reminded us, learning is no longer a department—it’s a strategy.
For learning and change management professionals, that means shifting from training to enabling—helping people continuously learn, adapt, and thrive in an ever-changing world. Let’s connect and explore how our Learning and Change solutions can help prepare your workforce for what’s next.
