
Generative AI (GenAI) is poised to significantly impact entry-level roles, with 32% of entry-level tasks expected to be facilitated by AI tools within the next 12 months.
The Capgemini survey of 1,500 leaders and managers and 1,000 entry-level employees from companies worldwide found GenAI could reshape early-career trajectories by transforming job roles, fostering new responsibilities and driving hybrid human-AI teams across industries.
Sixty percent of managers and 71% of employees foresee entry-level roles evolving from task creation to overseeing and refining AI outputs over the next three years.
While these technologies offer a promising outlook, the report highlights that widespread adoption remains in the early stages, with many employees still lacking adequate training in generative AI skills.
This shift could bring productivity gains, with entry-level employees projected to save 18% of their working time through AI tools in the near term.
Leaders and managers—78% of whom anticipate GenAI enhancing problem-solving and decision-making—also expect new job titles to emerge, such as data curators, AI ethics specialists and algorithm trainers, particularly at the entry level.
More than half of leaders predict that managerial roles will increasingly require specialized skills as GenAI becomes integrated into decision-making processes.
While 97% of managers have experimented with generative AI, only 15% report using it daily, reflecting a gap between interest and sustained use and indicating GenAI adoption is still nascent.
For leadership roles, GenAI is also expected to save up to seven hours weekly, with 57% of leaders at AI-advanced organizations already seeing their roles take on a more strategic focus.
Building AI Skills for Employees
The report said to unlock GenAI’s full potential, increased training and a structured approach to adoption will be essential as companies prepare for this transformative shift.
Anant Adya, executive vice president of Infosys Cobalt, said when it comes to GenAI training programs, leadership must remember that this technology is very new to most employees.
“While some employees may have experimented with AI chatbots, they likely have not been using it on a regular basis in their work,” Adya said. “With this, it is important that training programs start with the basics of GenAI and work their way up to more complex use cases.”
Scott Wheeler, cloud practice lead at Asperitas, said implementing small-scale pilot projects allows organizations to safely explore AI applications in decision-making processes, gathering insights and evaluating outcomes in a controlled environment.
“Starting with low-risk areas enables businesses to experiment without major disruptions,” he said.
In terms of workforce preparation, Wheeler advises a tailored approach to training: Executives should focus on AI’s strategic and ethical aspects, middle managers on interpreting AI insights, and frontline staff on practical AI tool use.
Effective change management requires clear communication on AI’s purpose and benefits, supported by designated AI ambassadors who facilitate the transition.
“Strong data governance, including regular audits and standardization, ensures that AI models are fed reliable data, leading to accurate insights and improved decision-making,” Wheeler said.
Crafting an AI Culture for All
Joao Janini, team lead AI engineer at Indicium, added promoting collaboration across departments ensures consistent adoption and helps prevent operational silos.
“Reassuring employees about job security and highlighting opportunities for professional growth related to AI can further strengthen a supportive culture, contributing positively to talent retention and overall organizational success,” Janini said.
Adya added it is important that organizations offer the same GenAI training and support to employees of all levels and ages.
He pointed out it is possible that a senior leader has taken the time to explore GenAI on their own time while a younger employee has not yet explored it.
“Leadership should assume that all employees know very little about GenAI and its capabilities, and build their training programs from the ground up,” Adya said.