As artificial intelligence becomes a larger part of everyday work, professionals are focusing on mastering the latest tools. However, Francisco Tonarely, a Miami-based Business Development Representative in enterprise technology, argues that the more pressing question is which human abilities become more important when technology can handle more tasks.
Tonarely identifies communication, adaptability, judgment, curiosity, and relationship-building as increasingly vital in an AI-supported workplace. He emphasizes that AI can expand capabilities, but professionals must still understand context, evaluate information, and decide when to question AI output. “The goal should not be to compete with AI at the things it can do faster,” he says. “The opportunity is to become better at the things that still require context, judgment, communication, and understanding other people.”
Recent research underscores the growing need for these skills. Deloitte’s 2026 Global Human Capital Trends report, based on responses from over 9,000 leaders across 89 countries, found that 85% consider developing organizational adaptability critical, yet only 7% believe their organizations are leading in helping workers continuously grow and adapt. Moreover, one-third of workers experienced 15 major changes in the past year, yet only 27% said their organizations managed change effectively.
Tonarely places adaptability near the top because AI is constantly altering tools and expectations. He stresses that adaptability requires discipline—not chasing every new trend, but being open to better ways of working. “You cannot change direction every time something new gets attention,” he explains. “At the same time, you cannot become so attached to the way you have always worked that you stop noticing when there is a better way.”
Curiosity is another key skill. With AI providing quick answers, the quality of those answers depends on the questions asked. Tonarely suggests that curious professionals are more likely to question outputs and consider missing information. Deloitte’s January 2026 study of 1,394 employees similarly identified curiosity and other human capabilities as crucial for high-performing teams in the AI era.
Judgment remains essential, especially when information is incomplete or there is no single correct answer. Deloitte’s research indicates that organizations with a human-centered approach to AI are more likely to achieve returns exceeding expectations. Tonarely believes good judgment comes from understanding the situation, not just having information. “You have to consider what you know, what you do not know, who is affected, and what could happen after the decision,” he says.
Effective communication is also more important when information is easier to produce. AI can generate reports and emails quickly, but it cannot replace the ability to tailor messages to the audience. Tonarely notes, “You can have all the information in the world and still communicate it poorly. You have to understand who you are speaking with, what matters to them, and what they actually need from the conversation.”
Finally, relationship-building cannot be automated. AI can help prepare for meetings and draft follow-ups, but trust develops through repeated interactions. “Technology can help you prepare, but it cannot make somebody trust you,” Tonarely emphasizes. He believes AI should create more opportunities for meaningful interaction, not just increased outreach volume.
Tonarely does not see AI skills and human skills as mutually exclusive. Professionals will need both. Deloitte found that only 6% of leaders said their organizations are making progress in designing effective human-AI interactions, and 65% believe their culture needs significant change due to AI. This suggests that providing AI tools is only part of the solution; organizations must also help people learn to work differently.
Individuals can take responsibility for their development by experimenting with AI while strengthening their judgment, communication, and relationships. “The people who do well are not necessarily going to be the ones who resist AI or the ones who depend on it for everything,” Tonarely predicts. “I think it will be the people who learn how to use it while continuing to develop their own judgment, communication, adaptability, and relationships.”
As AI becomes more ordinary, these human skills may become less visible but more important. Tonarely believes that makes them more critical to develop, not less.
