AI Risks Creating A Lost Generation Of Workers

As artificial intelligence reshapes workplaces worldwide, business leaders and workforce experts are warning of a growing risk that rapid automation could sideline a generation of early-career workers. Without deliberate intervention, they say, organizations may face an AI-driven “lost generation” marked by weaker skills development, reduced confidence and constrained long-term career prospects.

AI is expected to reshape nearly 1.1 billion jobs globally by 2030, fundamentally altering how work is organized and performed. While much of the focus has been on productivity gains and cost efficiency, analysts caution that the impact on entry-level roles has received far less attention. These roles have traditionally served as critical gateways for skill-building, mentorship and professional judgment.

The concern is heightened for young professionals whose early education and work experiences were disrupted by the COVID-19 pandemic. Many entered the workforce with fewer opportunities for hands-on learning and informal mentorship. As organizations now automate routine tasks and redesign workflows around AI, early-career pathways risk becoming narrower or disappearing altogether.

Experts warn that when entry-level opportunities are reduced without thoughtful redesign, industries lose the pipeline of talent needed for long-term growth. Over time, this can lead to slower skill development, thinner leadership benches and increased reliance on experienced hires at higher cost. The result is not only a challenge for young workers, but a structural risk for employers and economies alike.

Signs of strain are already emerging globally, with surveys indicating rising anxiety and pessimism among students and recent graduates about their job prospects. Workforce researchers note that trust in AI remains fragile, particularly among younger employees who are more likely to view the technology as a threat rather than a tool for development when support structures are weak.

Research such as Aon’s Resilience Quotient, developed in collaboration with Gallup, points to a widening gap between the pace of AI adoption and workforce readiness. For early-career employees still forming professional identity and judgment, this mismatch can slow effective adoption and create organizational risk rather than delivering anticipated benefits.

Industry observers argue that the emergence of an AI lost generation is not inevitable. They emphasize that organizations can redesign entry-level roles to separate repetitive tasks from learning opportunities, allowing AI to augment work while preserving essential early-career development. Greater emphasis on human skills, including analytical thinking, ethical judgment, collaboration and accountability, is seen as critical as AI takes on more transactional activity.

Leadership experts also highlight the importance of investing in adaptability, learning agility and wellbeing. By supporting early-career workers through periods of rapid technological change, organizations can strengthen trust in AI, protect future talent pipelines and ensure that innovation contributes to long-term resilience rather than unintended workforce disruption.