As artificial intelligence transforms the workplace, Strider Digital says employers are placing greater value on judgment, creativity and the ability to work effectively alongside AI tools.
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Artificial intelligence is no longer simply automating repetitive workplace tasks.
It is fundamentally reshaping what businesses consider valuable employee performance and forcing companies to rethink the skills that matter most in a rapidly evolving workforce.
According to Daniela Thom, , Head of Client and Talent Experience at Strider Digital, the growing integration of AI into daily business operations is shifting the advantage away from routine task execution and toward higher order thinking, judgment, and the ability to collaborate effectively with intelligent systems.
“AI is moving higher up the skill ladder in ways previous waves of automation never did,” Thom said.
“Instead of replacing routine admin tasks, AI is now performing complex knowledge work. This includes everything from coding and design to analysis and writing.”
She said that the shift is creating a new reality for employers, where technical expertise alone is no longer sufficient to stand out.
“The real differentiator now lies in how effectively individuals can use AI to enhance their output, while still contributing something distinctly human,” she said.
As AI systems become increasingly capable of generating content, analysing data, and producing technical outputs at scale, Thom added that the skills that are hardest to automate are becoming significantly more valuable.
“Skills like context setting, judgment and domain expertise are surging in value. AI can generate, as we’ve all seen, but it doesn’t truly understand what’s worth creating, why it matters or who it actually serves,” Thom said.
Thom identified three core categories of future ready skills that businesses are increasingly prioritising.
The first is AI fluency, which she described as a practical understanding of how to use AI tools effectively rather than advanced technical engineering knowledge.
“Knowing how to prompt, guide and critically evaluate AI outputs is quickly becoming a baseline expectation,” she explained.
The second category is higher order thinking, including systems thinking, strategic reasoning, and the ability to synthesise complex information into practical insights.
“While AI can approximate these processes, it still lacks true depth of understanding,” Thom said.
The third category is relational intelligence, which includes collaboration, mentorship, negotiation, and trust building.
“Businesses are still made up of people and the ability to influence and connect with them remains inherently human,” she added.
According to Thom, one of the most significant changes taking place in the labour market is the collapse of the traditional distinction between technical and soft skills.
“A few years ago, technical skills were associated with engineers and human or soft skills with managers. Today, that divide has largely disappeared,” she said.
This convergence is also reshaping the types of professionals businesses value most.
Thom said organisations are increasingly seeking so called “T shaped” professionals who combine deep expertise in one area with broad understanding across multiple disciplines. At the same time, “M shaped” professionals with expertise across several domains are emerging as particularly valuable.
A marketer who understands how AI models reason, she noted, can now hold a significant competitive advantage, while engineers with strong communication skills are becoming more influential within organisations.
For professionals feeling overwhelmed by the speed of technological change, Thom encouraged starting with small practical steps.
“Look at your current role and identify the tasks you repeat most often,” she said.
“Then ask whether AI could meaningfully assist with any of them. That’s your first experiment.”
She said consistency matters more than intensity when it comes to adapting to AI.
“Even spending 30 minutes a week learning through articles, videos or podcasts can build real confidence and skill over time,” Thom explained.
At the same time, she stressed the importance of strengthening skills that remain resilient to automation, including writing clearly, thinking critically, and building strong professional relationships.
Integrating AI into daily workflows also does not require highly technical expertise.
“Treat AI as a generative engine for initial drafts,” Thom suggested.
“Whether it’s a proposal, a brief or a summary, let the tool create a foundation that you refine with your own judgment and expertise.”
Beyond content generation, she said AI can also help businesses synthesise large volumes of information, identify patterns, and challenge existing thinking through alternative perspectives.
Looking ahead, Thom believes the professionals who thrive in the AI era will combine discernment, operational speed, and trustworthiness.
“The first is discernment or what I call taste,” she explained. “It is the ability to recognise quality, apply domain expertise and guide AI outputs toward meaningful outcomes.”
She added that operational velocity, or the ability to move quickly and execute effectively using AI, will become increasingly important alongside human credibility and ethical judgment.
“In a world where AI can generate almost anything, human credibility, judgment and ethical reliability become even more important,” Thom said.
Ultimately, she believes the future of work will belong to professionals who approach AI with curiosity and adaptability rather than fear.
“Technology is moving fast, but careers are long, and starting today, even imperfectly, will pay off significantly over time,” Thom concluded.
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