AI has the skills to handle automated tasks, but the next generation of talent still needs a foundation to succeed, argues these HR leaders.


By Simon Kent

Early-career roles are one of the first areas of the workforce to be adversely impacted by the introduction of AI. The technology’s ability to take on administrative roles has seen employers, including the big four accountancy firms, remove hundreds of early-career positions. For example, KPMG has slashed its recruitment scheme by 29% compared to 2023 and Deloitte has reduced graduate intake by 18%. As AI effectively removes what was a traditionally useful way to bring new talent into an organisation, there is uncertainty about what work looks like for entry-level candidates.

According to last year’s Global Workforce Report from Remote, 76.7% of HR leaders globally agreed that AI has reduced the number of entry-level roles in their organisations. This shift, argues Anastasia Pshegodskaya, director of talent acquisition for the remote-first company, demands a rethink from HR, rebuilding first job placements from simple stepping stones into the workplace to something more significant—a chance to give the next generation of talent the foundations they need to succeed.

“HR leaders must rethink early-career jobs by integrating structured responsibilities with learning, mentorship, and upskilling,” explains Pshegodskaya, who is based in Amsterdam. “At their core, these roles have to build on the uniquely human skills that AI can’t replace, such as critical thinking, collaboration, and creativity.”

“Every industrial revolution redesigns the workforce and the AI revolution is no different.” – Andrew Neal, Chief People Officer, Nash Squared

Pshegodskaya believes that if new talent is going to have the skills necessary to leverage AI, companies must create clear pathways for growth and offer roles that combine AI-enabled tasks with real-world problem-solving. “This must involve giving junior employees more space to contribute their ideas, especially as the younger generations are already very tech-savvy and familiar with AI,” she says.

Research from British Standards Institution (BSI) finds that two-fifths (39%) of business leaders say entry-level roles have already been reduced or cut due to AI efficiencies and double this number is expected to be cut over the next 12 months.

“Small businesses appear to be far less disposed to turning to AI in this way, meaning they may be the right avenue for people and a great place to hone skills,” says Kate Field, global head, human and social sustainability for the London-based company. This comes with the implication that larger firms may end up looking to their smaller colleagues to develop skilled workers rather than investing directly in their own talent base.

Field also says it is likely that companies will have to make further investments in training—both for newcomers to their businesses and for the managers tasked with leading teams which may be more dependent on automation and technology than previously.

“Managers supporting teams partially reliant on AI will need to understand the tools being used and how to ensure the right outcomes are being achieved,” she says. “This means looking holistically at the skills within their organisations to consider where any gaps lie, what the expected impacts of AI will be, and how to respond.”

“We also need to think about the significant psychological well-being implications for those reaching senior levels without having first acquired the necessary skills at a junior level because AI did things for them,” continues Field, “or for those hiding knowledge gaps by relying on AI.”

Field’s insight shows that bringing in AI could require a root and branch structural change in the way talent is developed. Employers need to think about the long-term implications rather than only the short-term advantages.

Mark Griffith, director of London-based talent brand agency FourthWall, believes the speed of change means businesses are struggling to understand what to do. Some are swiftly switching from hiring for a role to hiring for skills such as adaptability, resilience, and proficiency. These skills are pertinent given that graduate programmes generally last between two and three years and in today’s workplace, any roles on offer will have evolved into something else, or even disappeared over that time span.

“Graduates entering the workforce today will likely perform multiple functions over their careers, and success depends on skills like flexibility and resilience,” Griffith remarks.

The competitive marketplace and the challenge for young people to get the kind of work they want is further narrowing the talent pool, which in term is altering how organisations are now viewing early hires. Griffith encourages clients to think about the ways people live and how this intersects with work. “We know the generation coming into the workplace right now have an entirely different set of expectations from employers,” he says. “This is where we need to tap in, design pathways, and intersect talent strategies.”

And while AI may cause challenges for hiring, it is also something new candidates need to be interested in. “As you integrate AI into your recruitment process, look at how candidates use it as part of their toolkit, their critical thinking,” advises Griffith.
“HR then needs to apply the same level of rigour across your applicants, making sure that systems and structures are in place, and application processes are compliant with all the reasonable adjustments required to ensure inclusivity.”

Alan Price, CEO of UK-based BrightHR Global and COO of Peninsula Global, says the value of entry-level roles should not be forgotten by employers. BrightHR has multiple staff members who joined the business as graduates or in junior roles who are now at senior management level. “They know the business inside and out,” he asserts. “Client preferences, ethos, and best practices learned from years in a business cannot be replicated by AI.”

While the business uses AI, Price notes the technology should not be left to carry out work by itself. “We don’t see AI overtaking entry level or administrative roles, rather it should be used as a tool to speed up manual tasks, allowing staff to focus on ensuring our clients receive the best possible service.”

Andrew Neal, chief people officer at technology at the London-based talent solutions company Nash Squared, says that his company is already in the throes of redesigning such roles. “At its heart, it’s about moving entry-level talent from a focus on learning task to developing the human skills and attributes that make great professionals and leaders (like) commerciality, critical thinking, ethical and moral considerations, stakeholder engagement, communication,” he says. “We’re looking for talent that can accelerate faster into these human skills.”

Neal states that the baseline for these roles is moving up, especially since most Gen Zers are already quite proficient in using platforms like ChatGPT and Copilot. “Every industrial revolution redesigns the workforce,” he says, “and the AI revolution is no different.”