Đề thi thử số 17 — Reading 40 câu (có bài đọc)

Artificial intelligence is rapidly transforming the nature of work, creating both anxiety and excitement about what the future holds. While some fear widespread job displacement, history suggests that technological revolutions typically create more jobs than they destroy—though the transition can be painful for those whose skills become obsolete. The Industrial Revolution displaced millions of artisans and craftspeople but ultimately created entirely new industries and occupations. Similarly, the AI revolution is likely to reshape work in ways that will require significant adaptation from individuals, businesses, and governments.

Certain types of jobs are more vulnerable to AI automation than others. Roles that involve highly repetitive, predictable tasks—such as data entry, basic customer service, routine assembly work, and some forms of analysis—are increasingly being performed by AI systems. Meanwhile, jobs that require creativity, complex problem-solving, emotional intelligence, physical dexterity in unpredictable environments, and interpersonal skills are likely to remain in human hands for the foreseeable future. The most resilient workers will be those who can combine technical literacy with uniquely human capabilities like empathy, leadership, and strategic thinking.

The rise of AI is also creating entirely new job categories. Prompt engineers, AI trainers, data curators, machine learning operations specialists, and AI ethics consultants are just a few of the roles that did not exist a decade ago. As AI systems become more capable, the demand for people who can design, train, fine-tune, oversee, and work alongside these systems will continue to grow. The World Economic Forum estimates that while 85 million jobs may be displaced by automation by 2025, 97 million new roles may emerge—representing a net gain in employment, though with significant shifts in the types of skills required.

Preparing for this future requires action at multiple levels. Individuals need to commit to lifelong learning, continuously updating their skills and being willing to adapt to new roles. Educational institutions need to evolve their curricula to emphasize the skills that will remain valuable—creativity, critical thinking, communication, and the ability to learn how to learn. Governments need to modernize labor laws, strengthen social safety nets, and invest in retraining programs to help workers navigate transitions. The future of work in the age of AI is not predetermined—it will be shaped by the choices we make today about how to harness these powerful technologies for the benefit of all.

The COVID-19 pandemic triggered a massive, unplanned experiment in remote work, and the results have fundamentally reshaped how many people think about their jobs. Before 2020, remote work was relatively rare—available mainly to freelancers, digital nomads, and a small percentage of office workers in tech and creative industries. When lockdowns forced billions of people to work from home virtually overnight, both employees and employers discovered something surprising: many jobs traditionally done in offices could be performed effectively from anywhere with an internet connection.

As the pandemic receded, a clear pattern emerged. Rather than a full return to the office, many companies adopted hybrid models that combine remote and in-person work. Surveys consistently show that large majorities of workers who have experienced remote work prefer to continue it in some form, citing benefits like eliminated commutes, greater flexibility, better work-life balance, and the ability to live in more affordable areas. Employers, in turn, have recognized advantages including access to broader talent pools, reduced real estate costs, and often improved productivity. Some companies, particularly in tech, have gone fully remote, hiring employees across the country or even internationally.

However, the remote work revolution has not been without challenges. Maintaining company culture and team cohesion is more difficult when people rarely meet in person. Mentoring and professional development can suffer, particularly for early-career employees who benefit most from in-person learning. Collaboration and spontaneous creative exchanges—the kind that often happen in hallways or coffee breaks—become harder to replicate virtually. Some workers report feeling isolated or struggling with the blurring of boundaries between work and personal life. Additionally, the shift has exacerbated inequalities: those with quiet home offices thrive, while those in cramped apartments or with caregiving responsibilities may struggle.

The future of work is likely to remain varied, with different industries, companies, and roles finding their own optimal balance between remote and in-person work. What is clear is that the pandemic has permanently changed expectations. Workers now demand flexibility as a baseline, and employers who insist on a full return to traditional office arrangements often face talent shortages. As tools for remote collaboration continue to improve and as companies refine their approaches, the remote work revolution is likely to settle into a new equilibrium—one that combines the benefits of flexibility with strategies to address the challenges of distance.

In a world where technological change is accelerating and the half-life of skills is shrinking, the concept of lifelong learning has moved from a nice-to-have to a professional necessity. The days when a single degree could anchor a career for decades are long gone. Today, workers can expect to need to learn new skills repeatedly throughout their working lives—whether to keep up with changing tools, transition to new roles, or pursue entirely new career directions. The workers who thrive will be those who embrace learning as a continuous, lifelong practice rather than a phase that ends with graduation.

The reasons for this shift are multiple. Technology evolves rapidly—new programming languages, software tools, and analytical techniques emerge constantly. Entire industries can be disrupted by new technologies or business models, as has happened with retail, media, transportation, and many other sectors. Globalization means workers compete not just with neighbors but with people around the world. Demographic shifts, climate change, and other macro forces create both challenges and opportunities that demand new skills and approaches. Workers who stop learning risk being left behind as the world around them changes.

Fortunately, opportunities for lifelong learning have never been greater. Massive open online courses (MOOCs) from top universities, professional certification programs, coding bootcamps, and on-demand video tutorials make it possible to learn almost anything from anywhere at relatively low cost. Many employers now invest in employee development, offering tuition reimbursement, in-house training programs, and dedicated time for skill building. Online communities, mentorship programs, and professional networks provide support and accountability. The challenge is not a lack of opportunities but rather choosing among the many options and finding the time and motivation to pursue them consistently.

Successful lifelong learners tend to develop certain habits and mindsets. They are curious by nature, always asking questions and seeking to understand how things work. They set specific learning goals and create structures to achieve them, whether through scheduled study time, project-based learning, or community accountability. They view failures and setbacks as learning opportunities rather than reasons to give up. They are comfortable with not knowing everything and are willing to ask for help. Perhaps most importantly, they maintain a growth mindset—the belief that abilities can be developed through dedication and hard work, rather than being fixed at birth. In a world of constant change, this mindset may be the most valuable skill of all.

As automation and artificial intelligence continue to transform the labor market, a growing number of economists, technologists, and policymakers are exploring the idea of Universal Basic Income (UBI)—a system in which all citizens receive a regular, unconditional sum of money from the government, regardless of their employment status or income level. While the idea dates back centuries, it has gained new urgency in the face of rapid technological change and growing concerns about economic inequality. Proponents argue that UBI could provide a safety net for workers displaced by automation, reduce poverty, and give people the freedom to pursue education, entrepreneurship, or caregiving responsibilities.

Pilot programs around the world have tested various forms of UBI and similar guaranteed income schemes, with mixed but often promising results. In Finland, a two-year experiment with 2,000 unemployed people found that recipients reported better well-being and reduced stress, although the program had little effect on employment rates. In Kenya, the charity GiveDirectly has been running a long-term study providing UBI to villagers, with early results showing improvements in nutrition, mental health, and small business formation. In the United States, numerous cities and states have launched pilot programs, often with a focus on specific populations like artists, pregnant women, or those leaving foster care. The COVID-19 pandemic also led to an unprecedented expansion of cash transfer programs, providing real-world data on the effects of large-scale unconditional payments.

Critics of UBI raise several concerns. Some argue that providing money without requirements would reduce work incentives, leading to lower overall productivity and economic growth. Others worry about the cost—funding a meaningful UBI for an entire population would require either substantial tax increases or significant cuts to other government programs. There are also questions about whether UBI would be enough to live on in areas with high costs of living, or whether it would simply allow employers to pay lower wages. Some critics suggest that targeted programs focused on those most in need would be more efficient than universal payments.

Despite the debate, the discussion of UBI has shifted from fringe idea to mainstream policy conversation. The COVID-19 pandemic accelerated interest in direct cash transfers as a policy tool, and the ongoing transformation of work due to technology makes some form of economic security more important than ever. Whether UBI or a related policy becomes widespread remains to be seen, but the conversation itself reflects a growing recognition that the traditional social contract—work hard, get a stable job, retire with a pension—may no longer be sufficient in a rapidly changing economy.