AI’s ability to automate many of the tasks traditionally performed by entry-level workers poses a significant challenge to the career pipeline—here’s how HR leaders can help organizations adapt and prepare for the future of work.
By Maggie Mancini
The rise of AI has fundamentally reshaped the workforce, flattening organizational charts and tightening the job market for recent graduates and other entry-level employees. A recent Stanford University study reveals that among professions at risk of being replaced by AI—like software engineering, customer service, and clerical work—entry-level employment has fallen 13% since 2022. Even among more seasoned, skilled employees, research from Gartner indicates that through 2026, 20% of organizations will leverage AI to eliminate more than half of current middle management positions. Recently, HRO Today sat down with Remko Verheul, head of people at work management software provider Wrike, to discuss what this AI acceleration means for entry-level jobs and the next generation of leaders.
HRO Today: AI is disproportionately impacting entry-level job opportunities, according to Stanford researchers. What does this mean for the future of the career pipeline?
Remko Verheul: AI is reshaping the early stages of the professional journey by automating many of the tasks that traditionally defined entry-level white-collar roles. Over the next five years, we can expect many of these positions to shrink or disappear altogether. That shift poses a significant challenge to the career pipeline, where entry-level roles have traditionally served as the proving ground for future managers and executives.
This evolution forces organizations and society to rethink how leadership pipelines are built. Without the same number of early-career opportunities, companies must intentionally design alternative pathways to identify, train and grow future leaders. The goal isn’t just to adapt to technological change, but to ensure long-term leadership development doesn’t stagnate as a result.
HROT: How can proactive skilling and talent strategies help organizations adapt and prepare for the future of work?
Verheul: The key to preparing for AI’s impact is proactive adaptation, not reactive protection. Instead of focusing solely on preventing job losses, forward-thinking companies are investing in reskilling and upskilling programs that empower employees to see AI as an augmentation tool. These initiatives help employees understand how to use AI to become more efficient, creative, and impactful in their roles.
By fostering awareness and providing training ahead of time, organizations can reduce fear, avoid abrupt layoffs, and encourage natural transitions through attrition. This proactive approach transforms potential disruption into a sustainable evolution, where teams are equipped to shape the change rather than be overtaken by it.
HROT: What can entry-level job seekers do to stand out in a crowded talent market in the meantime?
Verheul: For those entering the workforce, adaptability and curiosity are the new differentiators. Candidates who demonstrate fluency in AI tools, the ability to collaborate across disciplines, and a growth mindset will stand out. Employers will increasingly value connectors – people who know how to orchestrate work between human creativity and AI efficiency.
Entry-level job seekers should focus on developing both technical literacy like prompt engineering, data interpretation, and automation familiarity, alongside human skills like empathy, communication, and ethical reasoning. These dual capabilities will position them as future-ready professionals capable of thriving in hybrid human-AI workplaces.
For those who want to go for a leadership career, develop your zoom-out, zoom-in capability. This means being able to step back and see the big picture, understanding the overarching goals and strategies that shape your organization, while also being able to zoom in on the details that drive execution, such as team performance, processes and individual tasks. Leaders who can toggle between these perspectives are better equipped to make informed decisions and align day-to-day actions with long-term objectives. The future demands leaders who play on multiple chess boards and leagues.
HROT: How can a skills-based hiring approach help HR and business leaders build the next generation of leadership?
Verheul: As traditional career ladders evolve, skills-based hiring offers a powerful framework for identifying and developing talent. Rather than relying on job titles or linear career progression, this approach focuses on what individuals can do, and more importantly, their capabilities, learning agility, and potential to adapt.
By hiring for skills rather than credentials, organizations can broaden their talent pools and promote inclusivity while still maintaining high performance standards. This approach also ensures that leadership development continues even as entry-level jobs diminish, allowing high-potential employees to move into new, nontraditional pathways faster.
