University of Phoenix study reveals HR leaders face workforce skills gap
- A University of Phoenix study conducted online by The Harris Poll reveals that nearly two-thirds of U.S.
- Keeping pace with technological advances—specifically artificial intelligence and other emerging tech—stands as the single greatest source of uncertainty for HR leaders mapping out future workforce needs.
- Organizations are balancing technical competencies with a heavy emphasis on human capabilities.
A University of Phoenix study conducted online by The Harris Poll reveals that nearly two-thirds of U.S. human resources leaders are very confident they know the skills employees need to do their jobs, while only 43 percent share that same confidence in what workers actually possess. The survey of 755 HR professionals highlights a growing skills visibility gap as artificial intelligence, automation, and emerging technologies reshape workplace roles and operational workflows.
Uncertainty Surrounding Future Tech and Skill Demands
Keeping pace with technological advances—specifically artificial intelligence and other emerging tech—stands as the single greatest source of uncertainty for HR leaders mapping out future workforce needs. That specific challenge was cited by 27 percent of respondents in the Future of Skills Development report. Just 46 percent of surveyed HR professionals report being very confident in their ability to accurately predict the exact skills employees will require two to three years down the line.
Organizations are balancing technical competencies with a heavy emphasis on human capabilities. Nearly three in five HR leaders, or 59 percent, report that soft or durable skills like communication, collaboration, and problem-solving serve as their primary talent development focus. By comparison, only 37 percent identify technical skills as their core priority.
AI can change the tools people use and the tasks within a role, but technology does not eliminate the need for judgment, communication, problem-solving and adaptability.
Nathan Jones, vice president of Product Management, Workforce Solutions Group at University of Phoenix
Hiring Hurdles and Candidate Verification Challenges
The research demonstrates that visibility hurdles stretch far beyond internal development and straight into the hiring process. When assessing the current skills of employees, HR leaders rely most heavily on direct manager knowledge and performance reviews, with each method cited by 51 percent of respondents. Yet, less than half of surveyed leaders—specifically 49 percent—feel managers at their organizations are very prepared to properly identify, assess, and discuss skill gaps and development needs.
Verifying capabilities in job candidates proves similarly complex. HR leaders pinpoint soft or durable skills as the hardest candidate capabilities to evaluate at 20 percent, closely followed by emerging or specialized competencies like AI and cloud computing at 18 percent. To combat these verification hurdles, the largest share of respondents at 38 percent rely on formal skills evaluations, assessments, or technical tests before feeling fully confident in an applicant’s ability to perform a role.
Digital credentialing has consequently emerged as a prominent fixture in the evaluation ecosystem. More than 70 percent of HR leaders state that their departments utilize microcredentials, digital badges, digital wallets, or alternative digital verification methods when reviewing at least some job applicants.
Bridging the Gap for Employers and Workers
For organizations managing these changes, the report emphasizes the necessity of establishing clear visibility into existing capabilities and emerging gaps. Nathan Jones points out that employees require transparent signals regarding what competencies to develop next alongside credible mechanisms to prove their capabilities.
Workers can proactively address these gaps by turning skill development into an active, ongoing dialogue with managers rather than limiting discussions to performance reviews. Employees benefit from regularly asking supervisors which skills are gaining importance, where their current capabilities align with those demands, and what specific projects or assessments can validate their growth.