Insights from the CIPD Annual Conference Panel

At this year’s CIPD Annual Conference in Manchester, one of the most thought-provoking sessions looked at the future skills the UK economy will need to drive growth. The discussion brought together Gemma Marsh (Deputy CEO, Skills England), Fiona Aldridge (Chief Executive, Skills Federation), and Jeremy Lane (VP Growth Marketing, Dayforce) — three people at the intersection of government policy, industry insight, and HR technology.

The conversation, chaired under the “Future Skills” stream, tackled a central question: how can the UK build a workforce that’s ready for the next decade of technological and social change?


1. A Complex Skills System in Need of Simplification

Gemma Marsh opened with a candid reflection on the UK skills landscape: “The skills system is very, very complicated.”

Skills England — a relatively new government body — has been tasked with making sense of it all. Its mission is simple to say, complex to achieve: “Better skills for better jobs.”

That means:

  • Mapping the emerging skills needs across high-growth sectors identified in the UK’s Industrial Strategy;
  • Making it easier for employers, particularly SMEs, to navigate pathways such as apprenticeships and modular training;
  • And ensuring that reskilling and upskilling are accessible at all levels — from entry-level to management.

Marsh highlighted the need for co-creation between government, employers, and education providers. “Central government can’t do it alone,” she noted. “We need to understand what barriers HR professionals and employers are actually facing on the ground.”


2. The Human Skills That Technology Can’t Replace

While much of the conversation focused on technology and AI, Fiona Aldridge reminded the audience that human skills are becoming even more valuable.

Citing the forthcoming Skills Imperative 2035 report, she outlined the core capabilities the UK will need most:

  • Communication and collaboration
  • Problem solving and decision-making
  • Organisation and prioritisation
  • Creative and critical thinking
  • Information literacy

These “human capabilities,” she stressed, are increasingly essential because of technology, not despite it. “As automation takes over many technical tasks, it’s our human skills that will define effective work.”


3. AI: Augmentation, Not Replacement

For Jeremy Lane of Dayforce, AI should be seen as an enabler, not a threat.

“AI allows people to do the work they’re meant to do — strategic, interesting, human work,” he said. But Lane also shared striking data from a Dayforce survey of 7,000 workers, managers, and executives:

  • 60% of workers want to be reskilled or upskilled for AI;
  • Yet 71% have had no training at all;
  • 82% of executives acknowledge the need to reskill their people — but only 17% have taken concrete action.

The message is clear: adoption without investment in people will fail. Lane urged employers to “crowdsource learning,” encouraging teams to regularly share what they’ve learned about AI and how it’s improved their work.


4. Bridging the Digital Divide

Marsh pointed to a major underlying issue: the UK’s digital skills gap. “You can’t teach AI on top of weak digital foundations,” she said. Skills England is therefore working on initiatives to raise digital literacy across the workforce — not by creating new complexity, but by connecting employers to existing resources from organisations like Google and Microsoft.

The goal: ensuring everyone, regardless of age or sector, can engage confidently with digital tools and AI.


5. Rethinking Skills for an Ageing Workforce

As the UK population ages, reskilling older workers becomes essential. Aldridge urged employers to think beyond apprenticeships: “They’re valuable, but not always the right solution.”

Short courses, mentoring, and peer-learning can help older workers stay engaged — and pass on their knowledge to younger colleagues. “It’s not just about technical skills,” she added. “It’s about creating meaning and connection across generations.”


6. Lifelong Learning: Beyond Productivity

While policymakers often frame learning in terms of productivity, Aldridge reminded the audience that the benefits of lifelong learning extend far beyond economics.

Adults who keep learning are healthier, more engaged, and more resilient. Their children perform better in education. Their communities are stronger.

As she put it, “You might train someone to implement a new process — but the confidence and well-being that spill out of that learning are phenomenal.”


7. Shared Responsibility: Government, Employers, Individuals

The panel agreed: the UK needs a new social contract for skills — a shared responsibility between government, employers, and individuals.

Fiona Aldridge called for a cultural shift: “We’ve fallen into thinking that if there’s a skills shortage, government will sort it. But we all benefit from skills development — so we all need to invest in it.”

The upcoming Lifelong Learning Entitlement could help, but the real challenge will be making the system accessible and ensuring the incentives align. Employers need simpler funding routes; individuals need portable credentials; and government must ensure public and private investment connect.


8. Final Reflections

AI, ageing, digital transformation — the UK’s workforce challenges are immense. Yet this panel ended on an optimistic note: with collaboration, shared responsibility, and investment in human capability, the UK can build a future-ready workforce.

Or as Marsh concluded: “We’re not going to solve everything overnight. But if we can bring employers, educators, and policymakers together around the same table — and really listen to what’s happening on the ground — that’s where we’ll start to get traction.”


In summary:
The UK’s skills challenge isn’t just about technology. It’s about people — their adaptability, curiosity, and capacity to learn throughout life. And that’s where HR will continue to play a decisive role.