Is 2026 going to be the year when AI has a real impact on HR’s management of the workforce? It’s a question that we examine in both this month’s cover story as well as in our sister publication, HRO Today EMEA’s cover story.

In AI: Driving New Workforce Models, three HR leaders share how new technology is changing how they approach workforce planning and design. AI is proving to be capable of eliminating routine tasks and changing the very nature of some jobs. Research shows teams are getting slightly smaller, job descriptions are becoming outdated, and most employees already perform work outside their formal roles.

Heather Shulick, EVP of HR for AllCampus, says AI is shifting the focus off of job roles and is moving toward a skills- and outcome-based approach to management. “As technology takes on more repeatable tasks, organizations are rethinking what truly requires human judgment and where people add the most value,” she explains.

Adding value will be driven by new skills—and organizations need to have a clear road map of what is needed for success. “When leaders view talent through a skills management lens, looking at proficiency, potential, and adjacent capabilities, HR and business leaders can build teams aligned to evolving business needs, make more informed growth decisions, and deploy people to projects where their skills will drive measurable outcomes,” says Ciara Harrington, chief people officer at Skillsoft.

For more on driving an outcomes-based approach, the story also offers best practices to consider.

In the January/February edition of our sister publication HRO Today EMEA, the cover story AI: The New Entry-Level Employee? examines how today’s technology is having an impact on the next generation of talent. Companies and research have been making headlines around this trend including the following.

  • KPMG has slashed its recruitment scheme by 29% compared to 2023;
  • Deloitte has reduced graduate intake by 18%;
  • The Global Workforce Report from Remote finds that 76.7% of HR leaders globally agreed that AI has reduced the number of entry-level roles in their organizations; and
  • 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.

“HR leaders must rethink early-career jobs by integrating structured responsibilities with learning, mentorship, and upskilling,” explains Anastasia Pshegodskaya, director of talent acquisition for Remote. “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.”

AI is causing another bit shift around skills. The HR leaders in this story recommend building a new foundation for early talent, based on soft skills development—like adaptability, resilience, and flexibility—key attributes that machines can’t offer. Learn more here.

Until next time,

Debbie Bolla
SVP of Content Strategy

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