Artificial intelligence is redefining the tasks of junior employees, who now face complex challenges from the outset. However, a study by Gartner reveals that investment in training for these profiles has stagnated or decreased.
Artificial intelligence (AI) is transforming the job market at a dizzying pace. AI-based tools are increasingly taking on repetitive and operational tasks, forcing junior profiles to confront more complex challenges from the beginning of their careers. However, a recent study by Gartner warns that most companies have yet to adapt their training models to prepare these professionals for a new reality where human judgement will be more important than ever.
According to the report, AI-driven automation is not eliminating the work of entry-level employees, but transforming it. Instead of spending their early years on routine tasks, new talent must engage in processes that require analysis, decision-making, and the ability to interpret information generated by intelligent systems.
Generative artificial intelligence platforms have become assistants capable of summarising documents, drafting reports, analysing data, and answering queries in seconds. This capability allows professionals to work more quickly and productively.
Nevertheless, Gartner warns that there is a fundamental difference between obtaining an answer and knowing if that answer is correct. Employees who are new to the job market often lack the necessary experience to identify errors, biases, or outdated information in the results produced by AI. This lack of context can lead to wrong decisions or an excessive reliance on recommendations generated by algorithms.
In other words, artificial intelligence can accelerate the execution of work, but it still requires a person to validate the information and understand the business context to make the right decision.
For years, entry-level positions functioned as a gradual learning stage. Employees began by performing operational tasks while gaining experience before taking on greater responsibilities. That model is changing. By automating many of those basic tasks, AI forces junior professionals to engage much earlier in strategic projects, where they must navigate ambiguous scenarios, solve complex problems, and make an impact from the start of their careers.
The downside is that organisations are still not accompanying this transformation with appropriate development programmes. According to a survey conducted by Gartner in September 2025 among training and development managers, the investment allocated to training employees who are just starting their careers remains stable or has even decreased slightly. This creates a gap between the new market expectations and the support that young professionals receive.
The lack of training can lead to a phenomenon that Gartner calls "improvisation with AI." This refers to situations where employees use artificial intelligence tools without having sufficient knowledge to evaluate the results obtained. When this occurs, errors end up escalating to supervisors and managers, who must intervene to correct decisions or redo work. In the long run, this situation can affect the productivity of the entire organisation and hinder the development of internal talent.
Moreover, companies that do not invest in the growth of their younger employees may face another problem: the need to hire external professionals to fill mid-level or senior positions, due to the lack of an in-house talent pool prepared to take on those challenges.
In light of this new scenario, Gartner argues that professional development can no longer be conceived as a slow and progressive process. Instead, it must become a platform that allows employees to take on complex responsibilities from early stages, but with the right support. To achieve this, the consultancy proposes building true "support networks" that accompany learning within daily work. These networks include tools, mentoring, consultation spaces, and opportunities to develop judgement while employees face real challenges.
For junior professionals, the message is clear: AI can be an ally, but human judgement remains irreplaceable. Companies that want to retain talent and build a strong talent pool will need to rethink their training strategies, investing in programmes that combine technology and human support. Otherwise, they risk being left without professionals prepared to assume greater responsibilities in the future.
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