Briefing AI and Entry-Level Jobs January 2026

of all workers. Almost two in five (39%) entry-level workers believe AI will increase their job security over the next three years, while one in five (18%) expect it to decrease. This mix of optimism and uncertainty suggests that early-career workers are not apprehensive of change but unsure how AI will reshape their roles and opportunities. The relationship between business leaders’ expectations and entry-level workers’ confidence varies widely across countries (Figure 3). Few countries demonstrate perfect alignment between the two groups. In most cases, one side is more optimistic or cautious than the other, with many countries listed in the upper-left quadrant of the figure, where entry-level workers are more positive about AI’s impact on job security than business leaders. This may reflect differences in visibility and perspective, as entry-level workers experience change on the ground while business leaders tend to focus on longer-term structural shifts. This divergence highlights that the challenge is not only technological but perceptual. Entry-level workers and business leaders are often interpreting the same transition through different lenses. For employers, educators and policymakers, the priority is to narrow these gaps by improving transparency about how AI will reshape jobs and where new opportunities are likely to emerge. Entry-level workers are not declaring themselves resistant to change; they are simply looking for clarity about their place within it. Beneath the uncertainty about job creation and loss lies a deeper shift in what “entry-level” means. Routine tasks that once gave newcomers their first foothold in the workplace are increasingly automated, while AI-enabled tools are expanding the scope of what early-career workers can do. Across sectors, many are moving from executing fixed processes to applying judgment, creativity and collaboration alongside technology. Participants in the Global Dialogue discussions, described how the entry-level experience is becoming more complex. New workers are expected to contribute analysis, insight and adaptability from the start, often using AI tools that compress learning curves. For some, this creates new opportunities to demonstrate value and accelerate progression. For others, it removes the structured, repetitive tasks that traditionally helped them build confidence and understand workplace culture. Alongside these changes, Global Dialogue participants also described a growing sense of entrepreneurialism among entry-level workers. Some noted that AI tools give workers more autonomy to explore ideas, experiment and create value beyond traditional role boundaries. Survey data supports an emphasis on autonomy and creativity. Just over half (51%) of entry-level workers agree that their job gives them freedom to use their own initiative and judgement. Many also believe that AI will enhance their creativity and productivity in the years ahead. Learning and development is key to setting entry-level talent on the right path. Yet many lack confidence that the skills they are gaining will endure. Entry-level workers are the professional cohort that least strongly believes that the skills they have learnt in the past year are helping their career (57%). This is lower than 63% of managers and 69% of senior executives. Additionally, only 53% of entry-level workers strongly agree that their manager supports them in building new capabilities. This suggests that while learning is happening, support and guidance may not always keep pace. Managers need to be equipped to develop people effectively, especially in more hybrid and technology-driven workplaces. Examining the expected shelf life of skills further shows that 8% of entry-level workers believe that half or fewer of their current skills will still be relevant in three years (Figure 4). Across industries, the picture is broadly similar, suggesting that skill change is a shared reality for entry-level workers. The degree of concern varies slightly by industry. Entry-level employees in health, the public sector, and consumer markets and energy are the most likely to worry about the relevance of their skills. This reflects differences in how quickly technology and automation are reshaping roles across industries. The findings together highlight the need for better guidance, support and communication: Entry-level workers appear guided by curiosity and the pace of change rather than clear signals or guidance from employers or education systems. Entry-level roles are often held by younger workers, but they also include people who are changing careers, re-entering the workforce or moving into new industries later in life. In PwC’s Global Workforce Hopes & Fears survey 20% of entry-level workers were aged 45-60 (Gen X). Many of these roles may not sit on a traditional career ladder, for example, in service or retail sectors, yet they remain vital entry points into employment. This mix of generations brings varied experience, confidence and familiarity with technology. Understanding these differences is essential for creating inclusive strategies for workforce AI adoption and learning. How AI is Changing Early Careers: A View from Entry-Level Workers 4Perception of entry-level work itself is being redefined 3Entry-level workers are learning fast, but many doubt the shelf life of their skills 4 Older entry-level workers could be at risk of being left behind in AI adoption 5