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Talk to HR and Talent leaders about the future of work, and many will tell you their greatest fear is not that AI will wipe out jobs, or that they will struggle to attract and retain talent; but rather that their workforce doesn’t have ability to be resilient in the face of rapid and consistent change. Many will say that adaptability, critical thinking, and the ability to navigate ambiguity are among the hardest skills to find — and the most important skills to develop — in t

Increasingly, as you talk to employers about their early career talent, many point to a clear and emerging gap in the core skillsets young people are bringing through the door. These employers are hiring the same credentialed graduates with strong GPAs and campus leadership records as they always have — but increasingly, these candidates are struggling once they are actually inside the organization: overwhelmed by ambiguity, slow to adapt, and underprepared for the messiness

Every week brings a new wave of AI headlines. One day it's a job apocalypse; the next, the bubble is about to burst. CEOs make sweeping proclamations. Viral articles contradict each other. If you're an organizational leader trying to cut through this noise and figure out what it actually means for your workforce — you're likely overwhelmed and bit confused; wanting to make the right moves to get ahead of the curve, but second guessing what the right moves are. No one can pred

If your recruitment pitch to a 22-year-old engineer from a top university starts with, "Look how cheaply you can live here," you have already lost. But too often, that’s the message we’re selling in the Midwest. In an effort to compete for talent who might be headed to the coast, many regional employers have made "low cost of living" a key part of their Employee Value Proposition (EVP). Our largest employers have relied on being able to pay competitive salaries and the though

4 Strategic "Plays" for Employers and Educators to help keep top talent in the Great Lakes. For years, the Great Lakes accepted that ‘brain drain’ – having more working age talent leave a state or region than enter – was a given. For the best and brightest in the region, the lure of dynamic coastal cities, big-name companies, and high-paying jobs led to many more young people choosing to leave the region than stay. Our colleges and universities did a good job bringing young p

The Great Lakes Human Capital Network exists to facilitate the missing conversation about the future of work in our region. Our goal is to bring together leaders across Policy, Business, and Education to engage in cross-sector dialogue around how we make the Great Lakes region the best place to live and work.