AI reshapes entry-level work, leaders warn on skills

Technology and people leaders warned on World Youth Skills Day that artificial intelligence is reshaping what it means for young people to be work-ready, as organisations reassess graduate and entry-level roles.

Senior executives from Aqilla, Node4, Commvault and StorMagic said employers must rethink how they build judgement, mentoring and continuous learning for a generation that has grown up with AI.

Several highlighted that today's school leavers and graduates already see AI as a normal part of life. Organisations now face pressure to adapt work design and training so human skills keep pace with automation.

Hugh Scantlebury, Chief Executive Officer and Founder of cloud accounting software firm Aqilla, said younger recruits arrive with very different expectations about how technology fits into their jobs.

"Today's graduates are increasingly AI natives. They've grown up with AI becoming part of education and everyday life, so they naturally expect it to play a role in how work gets done. They're likely to look for opportunities to use it to automate routine tasks and improve efficiency. In many cases, they may even introduce new ways of working that more experienced colleagues haven't yet considered!"

He said AI is already changing early-career work in finance, where repetitive processes have long served as a training ground for technical skills and judgement.

"That shift will, however, inevitably reshape traditional graduate roles. In finance, the early stages of a career have historically involved repetitive tasks such as data entry and reconciliations. While these activities may appear mundane, they have always served an important purpose: building technical understanding and, perhaps most importantly, developing professional judgement."

Scantlebury argued that the balance of work will move away from production and towards oversight.

"As AI takes on more of this routine work, graduates are likely to spend less time producing outputs and more time reviewing, interpreting, and challenging them. In practical terms, knowing when to trust AI - and when to question it - will become just as important as learning how to use it in the first place."

That raises questions for employers about how new hires build judgement when automation removes the repetitive groundwork.

"The challenge for employers is ensuring that automation doesn't remove the experiences that have traditionally helped people develop those skills. If graduates spend less time learning through repetition, organisations will need to be far more deliberate about creating opportunities to build understanding of the logic behind the systems they'll be working with. Experience and exposure to real business situations are crucial in developing good judgement."

He said the goal should be faster learning, not shortcut learning.

"The real opportunity is ensuring AI accelerates learning rather than replacing it. Today's graduates will be moved into the position of first-line reviewer far quicker than the generations before them. So, although AI may change how graduates begin their careers, it won't change the importance of developing the human judgement that underpins good decision-making."

From a human resources perspective, Node4 Chief People Officer Victoria Knight said employers should stop expecting fully formed technical specialists at entry level.

"Being job-ready no longer means entering the workforce with every technical skill already mastered. AI is changing roles faster than education can keep pace, so it isn't realistic for employers to expect young people to arrive as the finished product. Instead, we have to look for critical thinking, adaptability, and sound judgement. These are the foundational capabilities that set high performers apart, enabling them to embrace change and continue adding value throughout their careers."

Knight said hiring for potential creates new obligations for organisations to invest in structured development and live workplace learning.

"But hiring potential also means committing to developing it. Employers need to provide the structured pathways that help young people build the skills to thrive at work. Crucially, this shouldn't come from one-off, static training programmes, but continuous, embedded learning that links directly to real roles and outcomes. Coaching, peer learning, and on-the-job experience help people build capability in real-world environments. That's the philosophy behind the Node4 Academy, our early careers programme, where graduates are given structured learning, mentoring and practical experience from day one, helping them build the skills and confidence to grow with the business."

She said growing demand for AI literacy across sectors is turning early-career talent into a strategic asset.

"At a time when businesses across every sector are looking for AI skills, the next generation represents one of the greatest opportunities available to employers. Young people bring adaptability and a natural willingness to embrace new technologies. By embedding continuous learning into the employee experience from day one, that potential can be turned into long-term capability that addresses today's challenges and equips businesses for whatever comes next."

Mentoring and visible role models were another recurring theme. Darren Thomson, Field Chief Technology Officer EMEAI at Commvault and Board Member at STEM charity TeenTech, said one-to-one guidance becomes more important as young people approach key education and career decisions.

"Despite younger generations growing up with technology by their side, the industry is struggling to close a skills gap which has been widening as the rapid development of new technologies continues to accelerate. Over recent years many initiatives have been put in place in schools to generate interest in STEM from a younger age, but as students get into their teenage years, one specific factor that must not be overlooked is the value of mentors."

Thomson said mentors can tailor guidance to each young person's interests and background, and that representation matters for those under-represented in technology roles.

"A mentor can get to know their mentees one-on-one and provide invaluable insights and more tailored support to their specific interests. Especially for young people from more diverse backgrounds, having a mentor who is the same gender or ethnicity as them can really help the students feel empowered to follow a STEM career path. It can't be understated how vital it is for better representation, especially in an industry that has traditionally been more male dominated."

He added that mentors also benefit from the relationship and from exposure to younger perspectives on technology.

"The benefits are two-fold, too. Not only do the teenagers gain advice and support, but the mentors also find it incredibly rewarding to work with these young people and help to inspire enthusiasm for and a love of technology."

Thomson pointed to TeenTech's work as an example of hands-on experiences that show the breadth of modern STEM jobs, including security roles.

"I've been a board member of TeenTech for almost a decade, a charity which helps young people learn about the opportunities for them in STEM. And those opportunities are endless! It's not all about coding (unless you want it to be!) - there are a wealth of job roles that fall under STEM that we want to encourage young people to pursue, from engineers and technicians to designers and marketers. Recognising the importance of this work, Commvault became a TeenTech sponsor and has since supported students through hands-on cybersecurity workshops, mentoring and involvement in the TeenTech Awards programme. These initiatives play a crucial part in helping young people develop practical cyber skills while inspiring the next generation of technology talent."

StorMagic Chief People Officer Sheyman Addas emphasised judgement, communication and AI fluency, rather than a fixed set of technical skills, as the hallmarks of job-readiness in an AI-rich environment.

"Being 'job-ready' today means more than having qualifications or being willing to learn. It means being able to contribute in a workplace where AI already handles many routine tasks. Employers increasingly expect young people to think independently, take initiative, communicate clearly and adapt quickly. Entry-level roles are not disappearing, they are simply changing due to advances in AI. For example, new starters may be asked to contribute ideas and exercise judgement earlier. Employers should not expect finished professionals, however, especially for entry-level roles. Role-specific expertise, confidence and commercial judgement should be developed after hiring. What matters initially is a strong foundation of curiosity, creativity, compassion and communication. For young people to show sound judgement without extensive experience, and demonstrate the AI fluency required for their role, they should focus on asking thoughtful questions, checking and questioning assumptions - especially when using AI tools - considering different perspectives and explaining their reasoning. We're in a transition period right now, with one foot in the old world and one foot in the new. The future is not humans competing with AI, but working alongside it. Being job-ready therefore means continuing to learn, staying curious and becoming comfortable with change."