Opening Note from Sandy
Organizations have long welcomed entry-level talent in similar ways: through new-hire programs and, if they’re lucky rotational experiences that include coaching, mentorship and low-stakes work. That foundation has remained largely the same. But now, AI is disrupting what early-career work looks like, making it necessary to rethink how those first experiences are designed for them in the age of AI a critical imperative. The world of work is changing faster than ever, and we have both an opportunity and responsibility to shape the next generation of talent.
What’s Actually Changing in Entry-Level Hiring
Earlier this year, D2L commissioned a study of 500+ HR leaders across the United States. These are the decision-makers shaping how organizations hire, develop and retain talent. We asked: What’s changing in entry-level hiring, and how is GenAI influencing those decisions?
We asked because headlines suggested entry-level hiring was slowing sharply, fueling concerns about a potential “job apocalypse.”
The reality is more nuanced. Entry-level hiring isn’t vanishing, but it is evolving. AI isn’t eliminating early-career roles overnight; it’s changing the foundation of early work and redefining what it means to start out in the professional world.
What HR Leaders are Seeing Now
Our study found that over half of HR leaders expect entry-level productivity to rise significantly because of AI. Tasks that were historically used to build experience such as research, synthesis and basic analysis are increasingly being automated. In many organizations, early roles are shifting toward directing the machine rather than mastering the craft. Nearly 30% of companies reported moving basic tasks to mid-level employees who oversee AI, reflecting a view that a manager using AI can be more valuable than a manager supported by junior staff.
This isn’t just a shift in what we do, it’s a shift in how we learn. The traditional “cognitive struggle— the grind of learning by doing, making mistakes and building judgment, is starting to disappear. Those early activities helped shape many of today’s leaders. What happens when we lose them?
The Talent Pipeline Paradox
That question shows up in what we call the “talent pipeline paradox.” In our study, 58% of respondents expect a shortage of qualified senior leaders within five years. Companies may be optimizing for short-term efficiency while increasing long-term leadership risk. At the same time, organizations report widening gaps in soft skills, communication and subject-matter expertise among entry-level employees. So, while organizations capture near-term gains with AI, they may also be dismantling the ladder that grows talent. The emerging workforce shape looks like a diamond: many mid-level roles, fewer entry-level opportunities, and too few future senior leaders. That’s not sustainable.
How to Rebuild the Early-Career Ladder
To respond, we need to intentionally rebuild the “missing rungs” in the early-career ladder. Practical strategies include:
- Strategic learning programs: Go beyond basic onboarding. Immerse entry-level hires in core operations and decision-making, with targeted development in problem-solving, interpersonal effectiveness and communication.
- Internal apprenticeships and rotational programs: Pair new talent with senior mentors to tackle complex problems, reintroducing productive struggle while giving employees broader exposure to the business. Many programs exist today but are under-designed and underused.
- Co-designed work-integrated learning: Strengthen bridges between universities and employers through multi-year internships and projects grounded in real work, feedback, and measurable growth.
- AI-simulated training environments: Use realistic simulations to practice problem-solving, client management and decision-making—allowing employees to make safe mistakes and accelerate learning in a condensed timeframe.
- Skills-based hiring: Continue to value credentials but prioritize evidence of capability. Assess how candidates interpret AI outputs, validate them and act on them.
Reinforcing the Foundation for Future Talent
None of these are simple, but now is the time to act. Rather than simply chasing productivity gains, organizations should rethink how they develop talent through structured learning, apprenticeships through both industry and university partnerships. If AI is doing more of the “junior work,” entry-level colleagues must be prepared to take on higher-value responsibilities sooner. The house is still standing, but it’s time to reinforce the foundation so early-career talent can continue to experience growth, challenge and lasting opportunity even in the age of AI.
Written by:
