Learning needs to be tailored not just to current skills but also to future career trajectories: Heather Jerrehian, VP ServiceNow

Labour markets across APAC are rapidly evolving, leaving many to rethink established, traditional ways of managing and skilling employees.

In this in-depth conversation with Heather Jerrehian, VP of Product Management, Employee Workflows, ServiceNow we unpack the evolving skills landscape and provide HR leaders with actionable strategies on what needs to be improved within how we design learning programs across major economies in APAC.

The key takeaway: As the external ecosystem evolves, companies that integrate customised self-learning as part of their larger skilling efforts gain competitive advantage. Heather offers a closer look at how enabling employees to craft their own learning paths can improve experience, address skill gaps and ensure .

1. How has the skills landscape evolved in the past few years, especially in the context of AI, automation, and digital transformation?

The skills landscape has fundamentally shifted due to AI, automation, and digital transformation, accelerating the need for continuous learning and adaptability.  In the past few years, we’ve seen a pivot from traditional hard skills toward a hybrid of technical proficiency and human skills—like critical thinking, complex problem solving, emotional intelligence, creativity, and resilience.  AI is not just disrupting roles; it's creating new opportunities that require upskilling and reskilling at an unprecedented pace.  

In fact, earlier this year, ServiceNow published research with Pearson on the impact of AI and automation on global labour markets, including India, Australia, Japan, and Singapore.  While skills today might still be more heavily skewed towards manual operations, these will soon be balanced by more human-centred work.  As more work is automated, we need individuals who can not only build technology, but those who can monitor, manage, and work with it as it does more of the mundane repetitive tasks.  In other words, the more we allow the machines to do what they do best, the more we can do what is innately human.

2. Looking at the year ahead, how do you see skill demands from workforces evolving across APAC?

Looking ahead in APAC, I see organisations demanding skills that balance technology fluency with the ability to collaborate, innovate, and lead in increasingly digital and agile environments. Factors such as technology adoption, infrastructure, and business readiness influence how many roles will be impacted by automation in each market.  For example, India is expected to see less than 4% of their workforce impacted over the next few years due to a lower adoption rate of technology and a significantly larger population of agricultural workers.  Whereas Japan and Singapore have a high readiness to adopt new technologies, leading to 8% of the workforces in those countries to be impacted over the next few years.  Those who invest in building skills ecosystems—where learning is embedded into the fabric of work—will stay ahead.

3. What role do you see talent development play in ensuring employees remain ahead of tech disruptions that threaten to reshape existing job structures?

Talent development is essential for keeping employees ahead of tech disruptions, especially in an era where AI, automation, and digital transformation are redefining job roles. Continuous skill development is no longer a luxury but a necessity. As companies across APAC are witnessing, workers need to reskill and upskill regularly to remain relevant.  In fact, here’s some interesting insights from our research on the impacts of AI on the workforce:

• India is projected to see the largest workforce increase, adding nearly 34 million workers by 2028.  Their tech workforce is expected to nearly double to 97%, with 2 million additional tech jobs needed to support the country’s rapid economic growth.
• Australia is expected to experience a 6.1% increase in its workforce, adding around 860,000 workers.  The tech sector will see a substantial expansion, with a 33% increase in tech jobs by 2028. AI will play a significant role in enhancing workforce productivity and efficiency
• Despite its small size, Singapore is projected to see a 2.4% increase in its workforce, adding 100,000 workers. The tech workforce in Singapore is expected to grow by 24%, creating 40,000 additional tech jobs over the next few years. AI-driven productivity gains will be critical for maintaining Singapore’s competitive edge in a tech-centric global economy.
• Japan’s workforce is projected to shrink by 2.7%, losing 1.55 million workers by 2028 due to its ageing population. Despite this, the tech workforce will grow by 43%, adding 530,000 jobs. Japan will rely heavily on AI to mitigate workforce shortages and enhance productivity across key industries.

So, it is a misconception that jobs will be lost due to advanced technologies—rather, the number of technology jobs will increase, even if the national labor market is contracting.

4. How can robust HR tech platforms help organisations be agile in their talent development programs?

Robust HR tech platforms play a critical role here. These platforms can provide real-time insights into an organisation's skills landscape, highlight areas where talent gaps exist, and offer data-driven recommendations for targeted learning initiatives. AI-enabled platforms also make it easier for employees to engage in personalised learning journeys, track their progress, and pivot their development based on emerging needs. This flexibility is key to ensuring that talent development programs remain agile and responsive to the constant shifts brought by technological advancements.

5. What are the key benefits of enabling employees to craft their own learning paths? What are some of its essential components in 2024? How can HR leaders effectively support and facilitate self-directed learning?

Enabling employees to craft their own learning paths fosters a deep sense of ownership and aligns their personal growth with the organisation's evolving goals. When employees can tailor their learning journeys based on their unique strengths, career aspirations, and the shifting demands of the industry, they are more engaged, motivated, and innovative. In fact, a personalised learning path isn't just a perk—it's essential for developing a resilient workforce that can adapt to the rapid pace of change in 2024.

The essential components of self-directed learning today include access to dynamic, up-to-date content, real-time feedback mechanisms—like digital credentials—and AI-driven recommendations that offer highly personalised learning experiences. These tools ensure that learning is both timely and relevant, tailored not just to current skills but also to future career trajectories.

For HR leaders, supporting this transformation means embedding learning into the “flow of work.” This involves creating an accessible, strategic ecosystem that connects learning to daily tasks, while also ensuring it aligns with long-term career progression. The use of technology that curates content based on learner preferences, trending market skills, and career aspirations is crucial in this regard. Learning opportunities should reflect the full spectrum of how skills are developed, whether through mentorship, micro-learning, project-based work, or even personal experiences and hobbies outside the office.

Ultimately, the goal is to see the 'whole person,' recognizing the breadth of skills employees bring to the table. When learning paths are designed to reflect the individual's journey and empower them to take control, employees are not only more engaged but better equipped to drive the future of your organisation.

6. We have seen tech supported self-learning prove impactful when it's part of a culture of continuous learning. What are the best practices for HR leaders in fostering a culture of continuous learning and development?

Creating a culture of continuous learning goes beyond simply providing the right tools—it's about embedding learning into the fabric of the organisation. When learning is prioritised at every level, from leadership to individual contributors, it becomes a powerful enabler of both personal and organisational growth. It’s important to ask: Are our learning tools designed to truly engage employees in their everyday work? Do leaders integrate learning into performance objectives? Are we dedicating time as an organisation to foster continuous learning?
When learning is recognized, rewarded, and woven into talent reviews, it becomes an integral part of career development. For example, how many employees take advantage of tuition benefits, and how do we help them leverage that investment to propel their careers forward?

By aligning these opportunities with business strategy and personal growth, we can create a culture where learning is not just encouraged, but actively embraced. When employees understand the 'why' behind learning and see clear pathways to apply new skills, they are empowered to own their growth journey. In this way, learning becomes a shared journey, driving both individual success and organisational innovation.