
What happened
Aparna Nair, IBM's chief talent, leadership & culture officer, told CNBC Make It that entry-level workers should build critical thinking and judgment, noting AI now does the work that traditionally built those skills.
Why it matters
If AI handles the routine tasks that used to train juniors, entry-level workers may struggle to develop the discernment employers value, so they need to intentionally practice validating AI outputs.
What to watch
Whether employers start screening for these skills in interviews and take-home assessments, as Zapier's Bonnie Dilber suggests, or continue to rely on traditional credentials; watch how quickly AI tools change the tasks given to new hires.
WHO IT HITSEntry-level job seekers and early-career employees, especially recent graduates entering knowledge work, may need to deliberately build critical thinking and judgment outside their day-to-day tasks. Recruiters and hiring managers may increasingly look for evidence of these skills in interviews and assessments.
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IBM's chief talent, leadership & culture officer, Aparna Nair, is sounding an alarm about a structural shift in how entry-level workers learn. Traditionally, judgment came from doing the work itself, but Nair argues that AI now performs much of that foundational work, leaving a gap in how young employees build discernment. IBM's September survey of 1,500 chief human resources officers and 8,800 employees worldwide found that about 57% of CHROs consider critical thinking important in the AI era, compared to 49% of employees, and 48% of CHROs value judgment under uncertainty, versus just 29% of employees. Meanwhile, 3 in 4 concerned employees said AI had already started eroding some of their skills, most often critical thinking.
The gap between employer expectations and employee confidence suggests that entry-level workers may need to take a more active role in their own development. Nair recommends validating AI inputs as a way to build judgment, while Bonnie Dilber of Zapier advises against using AI for decision-making, warning it could prevent workers from developing foundational skills. Dilber suggests demonstrating critical thinking through LinkedIn posts, interviews, or take-home assessments by explaining what you chose to do yourself and what you delegated to AI.
Whether these skills become a formal hiring criterion or remain an informal advantage is not yet clear. The outcome may hinge on how quickly employers adapt their entry-level programs and whether AI tools continue to absorb routine tasks. For now, the onus appears to be on workers to seek out "at-bats" and build expertise deliberately, even as the traditional training ground shrinks.
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