To Bridge Generational Divides, Corporate America Needs To Invest in Soft Skills

Newsweek

10-06-2025

We are living through the Fourth Industrial Revolution—and it's moving fast. AI, automation, and rapid digital transformation are reshaping businesses across all sectors. Corporate America is racing to navigate a digital-first world. As business leaders from retail to finance to professional services work to keep up with the shift, there's something that's easy to miss: the soft, or "durable" skills employees need to succeed are no longer optional—they're essential.
LinkedIn's Global Talent Trends report showed that 89 percent of HR industry professionals said when a hire doesn't work out, it usually boils down to a lack of skills like emotional intelligence, clear communication, adaptability, and active listening. Forbes reported these as the top competencies employees will need in the next five years. This moment will require upskilling in more than tech.
People entering and exiting a metro station are pictured.
People entering and exiting a metro station are pictured.
Getty Images
And it's not just younger workers. Consider the workplace of today: Five years post-pandemic, work from home and remote approaches are scattershot. Some people have never worked in an office; some never wanted to leave. On average, up to five generations at a time are working together. Employees of all ages are finding it difficult to adjust to hybrid environments where communication and relationship-building matter more than ever. Expectations about work culture are different. And in an effort to build tech-savvy teams, much of today's new talent has been hired for very specific expertise, not for their people skills.
It's no wonder, then, that a recent survey of corporate leaders found that there is a skills gap, with many young professionals struggling to communicate effectively, collaborate with teams, and problem-solve in real time. In an era where AI is expected to automate countless tasks, human skills—like emotional intelligence, adaptability, and leadership—are becoming even more essential. But these skills don't develop in a vacuum—we need to meet this challenge head-on.
One emerging solution? Mentorship.
Increasingly, corporations across sectors are investing in mentoring as a proven solution to close the skills gap and unlock our human potential. Mentorship is not just a nicety, but a viable strategy for building durable skills in both the mentee and the mentor. It's a data-backed, proven solution that creates a more equitable future and develops the talent pipeline.
Macy's, for example, has invested in mentorship as a way to boost leadership skills—giving youth an opportunity to learn and practice with a mentor by their side. UPS has been a long-time investor in workplace mentoring, creating opportunities for young people to explore, learn, and develop skills from seasoned corporate leaders. The results are beneficial for all, especially knowing that they've created "life-changing career opportunities" created through their mentorship programs. Mentoring goes beyond helping youth find a good job; it's also a strategy for equipping and empowering the entrepreneurs of tomorrow, and a powerful force for personal, professional, and economic development.
According to a recent study led by economist Alex Bell while at Harvard University, mentorship is one of the most cost-effective, high-impact ways to close socioeconomic gaps in society and to build the durable skills companies are seeking in the workplace. We also know that serving as a mentor gives employees at any age a chance to share their knowledge, sharpen their own communication, empathy, and leadership skills. It's a win-win: ensuring a more connected workforce today and a stronger pipeline for tomorrow.
It's time for us to consider that mentorship has an impact as meaningful and scalable as apprenticeships, externships, and other upskilling programs. Mentorship benefits young people, businesses, and society. The data tells us that companies with mentorship programs have higher retention rates. Employees who participate in mentorship programs are more likely to stay with their companies, reducing turnover costs. They have stronger leadership pipelines. Mentorship helps develop the next generation of managers and executives, ensuring a steady flow of talent. And they have more effective teams. Employees with strong durable skills navigate workplace dynamics better, leading to higher collaboration and problem-solving.
There's even a brand halo effect, with recent evidence showing development of soft skills as linked to a company's competitive advantage. Is mentorship worth it? Yes—it pays for itself.
As the workforce continues to shift, the need for human-centered development strategies is becoming clearer. Mentorship—long known for its individual impact—is also a lever for strengthening teams, bridging generational divides, and preparing a more adaptable, resilient workforce. But scale requires intention. If we want to close skill gaps, improve opportunity, and meet the demands of a changing economy, it will take more than programs—it will take people, across every sector, stepping in.
This is our moment to reimagine success—because the future of work won't be automated, it will be mentored.
Ginneh Baugh is chief impact officer at Big Brothers, Big Sisters of America.
The views expressed in this article are the writer's own.