The Reality of AI in the UK Workplace and its Impact on Entry-Level Jobs

Executive Summary

Artificial Intelligence (AI) has been dominating headlines –praised as a productivity game-changer while also raising alarm bells about its impact on jobs. From fears of widespread automation to predictions of entry-level roles disappearing entirely, the narrative around AI and employment has sparked real concern among workers and employers alike.

Amid this noise, one group is often seen as most vulnerable: early-career professionals. Media stories frequently portray a future where junior positions are the first to be automated, cutting off critical pathways into the workforce.

To understand how this plays out in reality, HiBob conducted a UK-based survey of 2,000 professionals, including over 500 HR leaders. The findings reveal a more intricate picture: one where AI is reshaping jobs at every level, not replacing them. Instead, the data points to further opportunities for those ready to adapt.

The research specifically reveals a widening gap between AI adoption and its strategic use in the UK workplace, as well as a disconnect between perception and reality. 

For instance, while 85% of workers believe AI has replaced some entry-level tasks, true job displacement remains rare. Instead, companies are reshaping roles, raising expectations, and rethinking how they onboard and develop talent.

The research is clear: AI is not a threat -it’s a tool. When used effectively, it enables people to do more with more, placing human potential at the centre of business strategy. To stay competitive, businesses must listen to their people, invest in skills, and build flexible, enduring workplace cultures that grow with change, not resist it.

The State of AI Adoption

AI has made meaningful inroads into UK workplaces, but its adoption is still uneven across roles and functions. According to HiBob’s survey, 48% of organisations use AI in select departments, while just 37% report company-wide adoption.

Among those using AI, it’s primarily leveraged by operations and administrative teams (20%), HR and talent teams (17%), and customer support functions (17%). The most common use cases include data analysis and reporting, employee training, and automating repetitive administrative tasks.

HR is Using AI to Power People Growth

Despite growing integration, only 15% of professionals use AI tools regularly in their own roles, suggesting that while organisational adoption is rising, individual usage remains limited. This gap points to a broader opportunity: ensuring not only that AI is available, but that it’s accessible and practical for day-to-day work across all levels of the organisation.

AI is becoming an essential tool in HR departments, particularly in areas that benefit from efficiency, automation, and personalised learning experiences. According to HR professionals surveyed, the most common use cases centre around training and onboarding, the critical foundations of employee experience and development.

• Training employees (47%)
• Onboarding new hires (44%)
• Adaptive learning experiences (16%)
• Automating training administration (13%)
• Personalising learning paths (12%)

In addition to these mainstream applications, some HR teams are beginning to explore more advanced and strategic uses of AI, such as:

• Virtual coaching and AI-powered tutoring to provide on-demand, conversational support for employee learning.
• Performance feedback and skills assessment, offering real-time insights and developmental suggestions.
• Scenario-based simulations enabling practice and decision-making in safe, controlled environments.

While adoption of these higher-touch applications is still relatively low, their emergence suggests growing interest in using AI not only for efficiency but also for deepening employee capabilities and driving strategic workforce development.

The data paints a clear picture: HR teams are using AI as a force multiplier – freeing up time, improving learning experiences, and helping employees grow in ways that were previously too resource-intensive to scale. As these capabilities mature, we can expect AI’s role in HR to expand from process support to true talent enablement.

Effectiveness of AI in Training

The majority of HR professionals (62%) report that AI-driven training has improved overall training effectiveness. These improvements are largely attributed to personalised learning paths, adaptive experiences, and the automation of time-consuming administrative tasks.

However, not all outcomes were positive. Over a quarter (26%) say AI has reduced training effectiveness, often due to poor implementation, low-quality content, or a lack of human interaction. Meanwhile, 9% saw no meaningful impact, and 4% were unsure.

These findings show that while AI has strong potential to enhance learning and development, its success depends heavily on thoughtful integration and content quality.

Impact of AI on Training Costs

Nearly half (50%) of HR professionals surveyed report that AI-driven training has reduced overall training costs. This is likely due to efficiencies gained through automation, adaptive learning, and digital delivery methods that scale easily across teams.

However, the cost benefits are not universal. About 30% said AI has actually increased training costs, likely reflecting upfront investments in new tools, systems integration, and content development. Another 17% noted no meaningful change, and 4% were unsure.

The data shows that while AI can be a cost-saving tool for training, its financial impact varies depending on how it is implemented and the maturity of the organisation’s learning infrastructure.

AI Can Improve Training – But Only If Implemented Thoughtfully

HR professionals report a generally positive view of AI’s impact on training. A majority (62%) believe that AI has improved the overall effectiveness of employee training. This is largely due to AI’s ability to personalise learning journeys, deliver content at scale, and automate repetitive administrative tasks – allowing HR teams to focus more on strategic learning design and employee engagement.

However, not all experiences have been positive. 26% of respondents said AI-led training had actually reduced effectiveness, citing key challenges such as:

• Poor implementation of AI tools without proper guidance or alignment to learning goals
• Low-quality or generic content that fails to meet learner needs
• A noticeable loss of the human touch, which can reduce motivation and the impact of learning, particularly for more nuanced, soft-skill-based development

An additional 9% of HR professionals reported no significant change, suggesting that in some organisations, AI integration may still be too early or too limited in scope to drive real outcomes.

These mixed results reveal an important takeaway: AI is not a magic fix for training. Its success depends on how well it is embedded into the broader learning ecosystem. AI needs to be thoughtfully integrated – paired with high-quality, relevant content and complemented by human oversight and support. Clear goals, tailored experiences, and consistent measurement are essential to unlocking AI’s full value in learning and development.

As AI tools evolve and maturity improves across HR functions, the gap between the most and least effective applications may widen – making it critical for organisations to invest not only in the technology itself but also in the strategy, skills, and frameworks needed to make it work.

AI is Accelerating Onboarding and Skills Development

AI is proving to be a valuable asset in helping HR teams reduce time-to-productivity and enhance learning outcomes. As businesses face mounting pressure to keep pace with evolving skill requirements, streamlining onboarding and upskilling has become a top priority – and AI is starting to deliver measurable results.

According to HR professionals surveyed:

• 56% say AI has reduced the time it takes to ramp up new hires
• 25% report a significant reduction in onboarding and training time
• 14% cite faster skills development, enabling employees to become effective in their roles more quickly
• 14% also report improved learner engagement and motivation, pointing to the impact of personalised, adaptive training tools

These findings suggest that AI is not only improving efficiency in training delivery but also enhancing the quality of the learning experience. By tailoring content to individual needs and automating repetitive elements of the onboarding process, AI allows HR teams to focus on strategic talent development – supporting faster, smarter workforce growth.

As workforce needs evolve and competition for skilled talent intensifies, organisations that embrace AI-powered training solutions will be better positioned to upskill at scale and unlock their teams’ full potential.

AI Policies and Governance in the Workplace

The survey reveals a mixed picture when it comes to how organisations govern AI use. Just over half of respondents (52%) say their company has clear AI policies in place, suggesting a growing awareness of the need for structured oversight.

However, a significant 31% report that while AI use is encouraged, it is not yet supported by formal policies. An additional 10% say AI is used on an ad hoc basis with no official guidance, and 7% are unsure whether any governance exists at all.

These results highlight an important gap: while AI adoption is increasing, governance has not kept pace. Without formal policies, companies may face risks related to data use, fairness, and accountability. Establishing clear frameworks will be essential to ensuring responsible, consistent, and effective AI implementation.

Entry-Level Work: Perceptions of Replacement Are Overstated

While AI is often viewed as a threat to junior positions, the reality is less straightforward. Yes, AI has automated many of the routine, task-based responsibilities that traditionally formed the foundation of entry-level roles –but it’s not eliminating these roles entirely. In fact, the greatest disruption, according to HR leaders, is occurring at the mid-level, particularly in areas like training and skills development. This trend points to an urgent need for upskilling and reskilling, as AI reshapes the day-to-day responsibilities of mid-career professionals.

At the same time, the survey reveals that AI is not yet being used to its full potential. Only 16% of organisations report using AI for strategic decision-making, suggesting that many are still scratching the surface of what the technology can offer. Instead, AI remains focused on operational efficiencies –automating repetitive administrative tasks, streamlining workflows, and supporting training delivery.

When it comes to entry-level talent, many companies are evolving rather than eliminating these roles:

• 21% are increasing internship and apprenticeship opportunities, recognising the need for hands-on experience and broader skill development.
• 24% have redesigned entry-level positions to be more strategic or creative, allowing early-career employees to contribute in higher-value ways.

How Companies Are Adapting: Entry-Level Roles Are Evolving

Rather than eliminating early-career pathways, many businesses are adapting, and the results illustrate a mixed response to AI’s growing influence:

• 40% highlight the importance of soft skills—such as adaptability, communication, and problem-solving—which remain uniquely human and irreplaceable by AI.
• 24% of organisations have redesigned entry-level roles to focus more on strategic and creative responsibilities.
• 21% are expanding internships and apprenticeships to help candidates build broader skills.
• 22% have made no changes to their approach to early-career hiring.
• 18% have reduced entry-level hiring altogether—raising concerns about limited access to workforce entry points.
• 42% recommend targeting roles in skills-shortage sectors as a smart route into the job market.

Taken together, these findings suggest that the nature of entry-level work is shifting, but the need for human potential remains as strong as ever and that experience still matters. Businesses that embrace this shift –by redesigning roles and investing in development pathways – will be better positioned to attract and grow the talent they need in an increasingly AI-enhanced world.

Surprisingly, it’s not just junior roles under pressure. HR leaders report that mid-level employees are seeing the most disruption, particularly in training, pointing to a critical need for upskilling. Meanwhile, only 16% of organizations are using AI for strategic decision-making, revealing a significant underutilization of AI’s potential.

Leapfrogging Is Rare: Experience Still Counts

HR teams are leaning into AI where it matters most: training and development.

• 64% use AI for training
• 57% leverage adaptive learning
• 42% personalize learning journeys

With 73% of HR leaders reporting they’ve hired graduates directly into more advanced roles, there is growing pressure to upskill the existing workforce to keep pace.

One of the more persistent myths in the AI era is that early-career professionals can now bypass traditional entry-level roles altogether. However, the data paints a more measured picture.

Only 14% of respondents believe recent graduates can completely skip entry-level roles due to AI automation. While this suggests that a small number of exceptional candidates may fast-track into higher roles, this is clearly the exception rather than the rule.

The majority of respondents (40%) believe that leapfrogging is only partially possible – and only for those with specialised skills or relevant industry knowledge. This group recognises that AI may reduce the need for some routine tasks, but emphasises that such a jump is heavily dependent on a candidate’s technical fluency, adaptability, or prior experience with digital tools.

A further 31% maintain that traditional experience is still essential for most graduates. Hands-on work through internships, apprenticeships, or entry-level roles remains the most trusted and accessible way to build skills, credibility, and confidence in the workforce.

Only 5% of respondents believe the shift toward AI has reduced the availability of entry-level roles to the point where leapfrogging is no longer just an option but a necessity. And 8% were unsure, pointing to the variability in how AI is affecting industries and career trajectories.

For most candidates, the first step into the workforce remains just that: a first step, not a launchpad to skip over essential learning and growth.

AI Is Redefining Speed and Skill in the Workplace

As businesses navigate an increasingly fast-paced and skills-driven environment, the need to onboard new hires quickly and develop talent effectively has become a competitive imperative. The good news: HR professionals report that AI is delivering clear gains in both areas.

According to the survey, 56% of HR teams say AI has reduced ramp-up time for new hires, helping employees become productive more quickly. Of these, 25% cite a significant reduction, indicating that automation, personalised learning paths, and real-time guidance are removing many of the traditional bottlenecks in early-stage employee training.

Beyond onboarding, AI is also accelerating broader learning and development:

• 14% report faster skill development, suggesting AI-powered learning tools are helping employees gain competencies more efficiently.
• Another 14% note improved learner engagement and motivation, highlighting the impact of adaptive content and interactive formats that keep employees more involved in their own growth journey.

These results demonstrate that AI is no longer just a back-end process enabler – it’s becoming a key driver of workforce agility. By tailoring learning experiences and streamlining training processes, AI helps HR teams not only save time but also deliver higher-quality development at scale.

In a market where skills are constantly shifting and talent is in high demand, AI offers a powerful solution to build capability quickly – and keep employees motivated as they grow.

AI Is Disrupting Training Across Every Level

Our findings reveal that the impact on training and development is being felt at every level of the organisation. In fact, mid-level employees—often seen as the stable core of the workforce – are reported to be the most affected.

• 35% of HR professionals say mid-level employees are experiencing the greatest disruption from AI-driven training
• 28% report that entry-level staff are feeling the effects –unsurprising given their reliance on structured learning to gain initial skills
• Yet even senior and executive-level employees are not immune, with 22% identified as significantly impacted

This widespread effect underscores an urgent reality: upskilling and reskilling are no longer optional for any level of the workforce. AI is transforming how knowledge is acquired, applied, and measured –demanding that organisations take a holistic approach to training strategy, not one focused solely on early-career employees.

Whether it’s helping new hires ramp up, enabling mid-career professionals to adapt, or ensuring leaders can manage in an AI-integrated world, training must evolve to match the pace and reach of technological change. Companies that overlook this risk creating capability gaps that extend far beyond the entry level.

This suggests that AI’s value in training hinges on how well it is deployed, not just whether it is used. Simply adding AI to a process isn’t enough; success depends on thoughtful integration, strong content design, and continued human oversight.

Hiring: What Really Counts in the Age of AI?

As AI continues to reshape the world of work, it’s also disrupting what HR professionals prioritise when hiring. But rather than replacing traditional qualifications, AI is adding new dimensions to what it means to be job-ready.

The data reveals a remarkably even distribution across hiring criteria:

• 20% of HR professionals now place greater emphasis on skills-based qualifications.
• 20% prioritise technical certifications, particularly for roles impacted by automation and digital transformation.
• 20% continue to value formal education, reflecting its ongoing role as a foundation for critical thinking and discipline.
• 20% highlight the importance of soft skills – such as communication, adaptability, and collaboration.
• 20% stress hands-on work experience, underlining that real-world application still matters deeply.

This split suggests a tension in hiring practices: while AI is pushing employers to value digital fluency and role-specific capabilities, it hasn’t dethroned traditional markers of potential. Instead, it has expanded the definition of what “qualified” looks like.

For candidates, this means navigating a hiring landscape where technical knowledge, adaptability, and human-centered skills all carry equal weight. For employers, it’s a reminder that building high-performing teams requires a balanced, multi-dimensional view of talent, one that combines the best of the old with the most relevant of the new.

Failing to adapt hiring criteria to reflect this complexity could leave businesses under-skilled, misaligned, or blind to the full potential of their people.

Conclusion: The Future Isn’t Less Human, It’sJust Smarter

HiBob’s research paints a clear but urgent picture: AI is not eliminating entry-level jobs – it’s transforming them. The automation of repetitive tasks has redefined what early-career roles look like, placing a premium on adaptability, real-world experience, and soft skills. Yet while the fundamentals of employability remain, the expectations are shifting fast.

85% of respondents acknowledge that AI has replaced at least some traditional entry-level tasks, but actual usage remains limited – only 24% use AI tools regularly. This gap between perceived impact and actual application signals a deeper issue: AI is moving faster than workplace strategy is adapting. HR leaders also report the greatest disruption not at the junior level, but among mid-level staff, exposing a growing skills gap and a critical need for reskilling.

Most companies are not cutting early-career hiring – instead, they’re redesigning roles and investing in pathways like apprenticeships and internships. But others are standing still, risking a growing disconnect between talent supply and demand.

For entry-level candidates, the message is clear: foundational experience, versatility, and human skills remain your greatest assets. For employers, the challenge is more urgent: modernise your approach to hiring, training, and development, or risk being left behind.

AI should not be viewed as a cost-cutting shortcut, but as a strategic lever to augment human potential, build adaptable teams, and create meaningful career progression. Success depends on more than just implementation; it requires a shift in mindset, organisational commitment, and leadership that champions both innovation and inclusion.

HiBob’s modular HR platform is designed for this moment. It enables companies to scale training, personalise development, and support workforce agility, without losing sight of the people at the heart of progress.

The future of work is not less human. But it will belong to those who adapt.