Soft Skills Are Becoming the New Hard Skills

As PR and marketing firms accelerate their adoption of artificial intelligence, automation and other digital tools, many are quietly deprioritizing training in the very human skills that underpin client relationships, leadership effectiveness and long-term growth.

76 percent of firms surveyed are investing in AI training to retain talent, according to the 2025 Public Relations Industry Trend Report from Davis+Gilbert LLP,  a New York City-based law firm working with clients in the marketing, media and communications sector. By comparison, only 24 percent are training around integrated marketing, while 47 percent are investing in leadership skills, 44 percent in presentation skills and 45 percent in people management. As technology adoption surges, investment in management, communication and other human-centered capabilities is declining.

That imbalance is striking for an industry built on people-first business models, where expert client management, thought leadership and creative problem-solving remain core growth and delivery engines.

The gap is widening. Davis+Gilbert’s Trends Report shows training in management and presentation skills dropped by 10 to 15 percent in 2025 compared with the prior year. As firms pull back on formal development in these areas, those skills risk eroding over time.

The irony is that so-called soft skills are now emerging as the hardest skills to replace. As AI becomes ubiquitous across agencies, human fluency — the ability to lead, persuade, coach and communicate — may become the primary differentiator among firms. “The firms that strategically and intentionally combine artificial intelligence with human intelligence are the firms that will not just survive, but thrive,” says Michael Lasky, who leads Davis+Gilbert’s Public Relations Law Practice and is the principal author of the firm’s 13th annual Trends Report. 

The next 6 to 12 months are likely to reinforce that shift. AI adoption is quickly becoming table stakes, while growth expectations are weakening. Only 50 percent of firms expect revenue growth in 2026, and just 44 percent anticipate a profit increase. This is the lowest level of revenue and profit growth since 2021, according to the Davis+Gilbert data. The moral of the story is clear: firms are struggling to convert AI-driven efficiency gains into sustained revenue or client value without well-trained leaders and client-facing teams.

Sean Mitchell, vice president of talent at Vimeo, said the current training mix is creating risk rather than resilience.

“Despite a positive surge in AI adoption, the concurrent cutting of budgets for foundational management and presentation skills is creating a critical imbalance that will negatively impact employees, leadership and customer outcomes,” Mitchell said. “Managers often lack the coaching and conflict-resolution skills required for human-AI hybrid teams, which can drive disengagement and turnover and ultimately diminish the return on AI investments.”

Industry observers note similar patterns across professional services, where technology investment is outpacing leadership development and relationship-building skills.

As firms rethink their approach, several priorities are emerging.

First, cross-department relationships are essential to accelerating adoption and impact. Training that helps employees manage up with senior leaders and manage down with empathy improves collaboration and execution, particularly as organizations restructure around AI-enabled workflows. Lasky could not agree more: “Too many firms focus on cross-selling and not cross-collaborating. Since economics drive behavior, it’s absolutely essential for firms to work with legal counsel to design appropriate long-term incentive arrangements to foster growth and collaboration,” he said. 

Second, client-facing communication remains central to reputation and retention. Mentorship and training programs should reinforce how to deliver counsel, clarity and responsiveness. Clients increasingly expect strategic guidance, not just content or execution, and interpersonal skills remain critical to that trust.

Third, human leadership is what ultimately unlocks the value of technology investments. Firms that simply layer AI onto existing processes may see short-term efficiency gains, but those gains are unlikely to last without strong human oversight, context-setting and decision-making.

Practically, firms can begin by defining clear competency frameworks that spell out observable behaviors, such as leading cross-functional meetings, translating technical recommendations for nontechnical stakeholders and responding empathetically to client concerns, and embedding those standards into performance reviews.

Blended learning models can also play a role. Coaching, role-play simulations, client shadowing and manager training more closely reflect the realities of interpersonal work than purely technical courses. Incentives should also be aligned so managers are rewarded not only for delivery and output, but for collaboration, influence and client satisfaction.

Mitchell said firms should move away from passive training models toward more dynamic, scenario-based learning.

“Employees need opportunities to practice integrated skills, such as navigating a simulated crisis that requires both technical expertise to address an AI failure and the human skill of empathetic de-escalation,” he said. “That kind of hybrid training helps ensure workforces can thrive in an AI-driven environment.”

For firms navigating rapid technological change, the message is becoming clear: AI may power efficiency, but people still power growth.