AI and work – balancing automation with human development

AI is reshaping the workplace at a pace few could have anticipated. From customer service to finance and HR, organisations are seeing entry-level roles evolve as the technology’s influence on businesses grows. New IDC research commissioned by Deel highlights the scale of the shifts being seen: two-thirds of organisations plan to slow entry-level hiring, while 91% report that roles are already changing or disappearing entirely.

So, how can organisations harness the power of AI without undermining the long-term growth and capability of their workforce? In what follows, we explore why balancing automation with human development is no longer optional.

This blog examines the risks of eroding early-career pathways and the barriers preventing effective upskilling. It also reveals the practical steps businesses must take to redesign roles, workflows and learning cultures for an AI-enabled future.

The rise of AI and the decline of traditional pathways

While AI frees employees from repetitive work, it can also disrupt the traditional stepping stones of career growth if early-career roles are made redundant. Entry-level roles are where future leaders build their foundational skills. If these entryways vanish, organisations risk weakening their long-term talent pipeline and, ultimately, their competitiveness.

AI can process data, detect patterns, and make decisions faster than any human team. But efficiency alone is not enough. Without careful planning, businesses risk creating a workforce that excels only in the short term, lacking the skills to use AI effectively. However, it may lack more basic skills such as resilience, adaptability, and interpersonal skills – all of which become crucial at senior levels.

Overcoming blockers to AI upskilling

The conversation around implementing AI often focuses on tools and platforms. However, the real challenge lies in building people’s trust and capabilities. Reskilling is not simply about introducing training programmes; it’s about embedding continuous learning into an organisation’s fabric. Employees need opportunities to experiment, apply new skills, and see how AI enhances their roles so they can buy into its benefits.

Organisations face several key challenges when it comes to improving employees’ AI skills. Limited employee engagement often tops the list, with 57% citing it as a major challenge, followed closely by budget constraints and a shortage of training resources. Many businesses also struggle to accurately identify skills gaps. The rapid pace of AI evolution adds another layer of complexity, as skills can become quickly outdated.

The onus isn’t on HR to overcome these barriers alone. Managers must play a crucial role, too. They should aim to embed learning opportunities into everyday tasks and encourage – even celebrate – experimentation and curiosity. Without this, AI training risks becoming a tick-box exercise instead of a genuine pathway to growth and development.

Redesigning roles and training for the AI era

Job roles are no longer static; they are dynamic and adaptive, changing to developing business goals and developments in widespread automation. Businesses must map the future skills they anticipate will be crucial, identify gaps, and create pathways for employees to transition into higher-value work while AI picks up the slack.

This means rethinking roles to account for humans and AI tools working in tandem. Organisations must ensure employees retain ownership of decision-making and creative tasks while AI handles more mundane tasks.

It’s not enough to add AI tools to existing processes – organisations must rethink workflows from the ground up to find where it can be most effective.

Learning will always hold a seat at the table, especially as people adapt to their evolving jobs. With AI advancing rapidly, employees need regular opportunities to update their skills and apply them in real time – which is why it’s encouraging that 67% of UK companies are already investing in AI training programmes to help their workforces meet new AI-related skill demands.

Showing the business cares about its employees’ personal development has the added benefit of building loyalty and engagement, alongside improving their ability to perform.

Balancing AI adoption with a people-first mindset

Focusing solely on short-term productivity gains will come at the cost of talent development. The organisations that succeed will be those that integrate AI strategically, using it to amplify what people can already do well to drive outsized results.

This requires a mindset shift – AI is a partner for employees, not a substitute for them. Investing in people is just as critical as investing in technology, and businesses that strike this balance won’t just see immediate results but will set their teams up to continue outperforming in the years to come.

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Deel is the all-in-one Global People Platform that simplifies and streamlines every aspect of managing an international workforce—from culture and onboarding to local payroll and compliance. Built for the way the world works today, Deel combines HRIS, payroll, compliance, benefits, performance, and equipment management into one seamless platform which supports workers in 150+ countries—helping businesses scale smarter, faster, and more compliantly.

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