Since ChatGPT, the first major language model, came onto the market in 2022, discussions about AI and the world of work of the future have primarily revolved around what could be lost due to increasing automation: jobs, tasks and career opportunities for young professionals.
However, new studies from SAP and Wakefield* show a completely different reality. AI does not make young talent superfluous, but rather makes them productive more quickly. AI means that the initial phase of professional life is fundamentally changing and expectations of employees are rising much earlier.
Surveys have shown that 88 percent of Chief Human Resource Officers (CHROs) expect that young professionals will be ready to work in their positions more quickly thanks to AI. This increases the demands on both sides. While companies benefit from employees becoming productive more quickly and being able to contribute to the company's success, career starters are confronted with higher expectations and have less time to learn the ropes. Managers must therefore develop new approaches to defining the success of employees and supporting them from day one.
Faster operational readiness through AI
For a long time, young professionals took on repetitive, less important tasks in order to learn the company's workflow. These basic tasks are now mostly automated using AI.
This change is taking place in more and more companies: 79 percent of CHROs surveyed stated that AI tools are made available to career starters in the first four weeks. 87 percent also expect new employees to already be familiar with AI or familiarize themselves with the tools immediately after joining the company.
As traditional tasks are increasingly being carried out by AI, young professionals are taking on success-relevant activities sooner. The first effects are already visible for CHROs: 56 percent report that the use of AI is increasing higher self-confidence leads, and 55 percent see one higher productivity.
This development also reflects the issues we are dealing with report “SAP SuccessFactors Future of Work Predictions 2025” for the first time. There we examined how entry-level positions could change through AI. As AI takes on more and more essential tasks, the question is not whether entry-level positions will continue to exist, but rather how companies can create new skills-building opportunities by redesigning these positions.
Higher productivity leads to higher expectations
If young talent becomes productive more quickly, they also have to meet higher expectations more quickly. Various structural factors contribute to this change: companies are hiring fewer young professionals, while at the same time young talent who finds a job has to take on complex tasks earlier. Our study will be published shortly Future of Work Research Lab makes this clear. One survey participant summarized the development as follows: “In the past, young professionals mainly carried out routine tasks – what tasks should they take on in the future? They bring a unique perspective to a company. By hiring young talent, we want to question our usual approaches and enable better work.”
However, AI not only automates routine tasks, but can also eliminate many of the opportunities for step-by-step learning in everyday working life that previously helped new employees gain experience.
Given these rising expectations, it is clear that the cognitive load on young professionals could increase significantly. CHROs report increased pressure to perform and new employees have to work harder to keep up with the acceleration of workflows through AI. In research this is sometimes also referred to as: “AI Brain Fry” refers to: the cognitive exhaustion that can arise from intensive use of AI at work.
Risks from using AI
These developments bring with them various risks for both employees and companies:
- Increasing use of shadow AI: 56 percent of CHROs said entry-level professionals use unapproved AI tools when there is no clear guidance. This behavior is usually not an intentional policy violation, but is often due to entry-level professionals wanting to keep up.
- Higher risk of churn due to inconsistent access to tools: 44 percent of CHROs reported that inconsistent access to AI tools increases the risk of employee attrition. This is especially true for junior professionals who may feel like they can't meet increased performance expectations without tools to automate routine tasks.
- Loss of basic skills: Even though AI increases productivity, 38 percent of executives expressed concern that junior employees are not learning long-term skills such as communication, critical thinking, judgment and collaboration. This concern is also reflected in qualitative feedback from HR managers. One survey respondent concluded: “We found gaps among young professionals when it comes to professional demeanor in a business environment – from collaboration to dealing with stakeholders to a sense of responsibility and ownership.”
Break new ground when starting your career
Since today's young professionals have fewer opportunities than before to learn work processes step by step, companies have to redesign these learning opportunities. The study shows various areas in which human resources managers can specifically support young talent with their onboarding:
1. Targeted development of basic skills
By automating routine tasks, companies have the opportunity to develop new approaches to how young talent can build skills in communication, collaboration, critical thinking and decision-making. Examples include structured, project-based learning experiences, clearer guidelines for decisions, and more frequent coaching. The focus should not only be on completing tasks, but also on strengthening judgment and the ability to prioritize tasks.
2. Creating entry-level positions for value-added tasks
Young talent is better able to make a strategic contribution if they are allowed to act independently in their position and receive the necessary support. If clear responsibilities and expectations are defined for entry-level positions and employees are supported through mentoring and clear guidelines for decisions and escalations, junior employees can build trust. At the same time, risks can be better managed in this way.
3. Clear guidelines for AI governance from day one
Without clear guidelines, it is difficult for young talent to understand how they can use AI responsibly. If expectations for AI use and role-specific best practices are communicated during onboarding and managers regularly discuss the use of AI in their employee meetings, the use of shadow AI can be reduced and trust in new technologies can be strengthened at an early stage.
4. Equal access to AI tools for all teams and leaders
As expectations rise, inconsistent access to AI tools can increase performance pressure and stress on entry-level professionals. Uniform access, training and support ensure that new employees can meet increased demands without increasing the risk of burnout or churn.
Conclusion: Impact of AI on young professionals
AI does not mean that jobs for young professionals will disappear, but rather offers new opportunities for them to quickly become productive and take on value-adding tasks. While there may be fewer entry-level positions, they come with higher expectations. It is becoming increasingly important to combine AI skills with comprehensive human skills. By developing skills in both areas, young professionals can not only find a job, but also quickly contribute to the company's success and build sustainable skills.
When young talent becomes productive more quickly, companies can act faster, drive innovation and increase their efficiency. The prerequisite for this is clear structures, coaching and targeted development of employees. Companies that successfully navigate this shift not only help young talent learn the ropes more quickly, but also build judgment, collaboration and critical thinking skills that cannot be replaced by AI.
If you would like to find out about current studies on the impact of AI on young professionals, visit this SAP SuccessFactors Future of Work Research Lab.
Lara Albert is Chief Marketing Officer at SAP SuccessFactors.
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