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2 in 3 of organisations (66%) expect to slow entry-level hiring
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9 in 10 organisations (91%) report role changes or displacement
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2 in 3 organisations (67%) already investing in AI training programs
London, UK, 18 November – New research from IDC, commissioned by Deel, reveals a workforce in rapid transition: two in three organisations (66%) expect to slow entry-level hiring, while nine in ten (91%) report roles are already changing or disappearing due to AI. The result? A widening skills gap and a growing challenge in building the next generation of leaders.
But amid disruption, the data also points to a clear path forward. The findings show that organisations aren’t standing still, with 67% are already investing in AI training programs to upskill workers and future-proof their teams. Companies that act now to reskill, redesign roles, and reimagine how talent grows will be the ones best positioned to thrive in an AI-driven economy.
Released today, the IDC InfoBrief “AI at Work: The Role of AI in the Global Workforce”, presents the findings from a survey of 5,500 business leaders, across 22 markets. It highlights how companies can navigate this transformation by balancing automation with human development.
“AI is no longer emerging, it’s fully here,” said Nick Catino, Global Head of Policy at Deel. “It’s reshaping how we work and how businesses operate. Entry-level jobs are changing, and the skills companies look for are too. Both workers and businesses need to adapt quickly. This isn’t about staying competitive, it’s about staying viable.”
From disruption to direction: How companies can respond
Nearly all organisations surveyed (99%) have at least started exploring and implementing AI, and almost 70% have moved beyond pilots to full integration. But with AI taking over repetitive and knowledge-based tasks, companies face mounting challenges in talent development and leadership pipelines.
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71% report growing difficulty recruiting and training future leaders due to the loss of entry-level learning pathways.
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69% say fewer on-the-job development opportunities now exist for junior employees.
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Media, retail, healthcare, professional services and logistics are the industries most affected by declining entry-level hiring.
To stay ahead, leading organisations are redesigning roles, reskilling teams and building a continuous learning culture to maintain a balance between productivity and people development.
Workforce restructuring and redesigning
AI’s influence on the global workforce is spurring widespread restructuring of roles, although the impact of this varies widely across the world. The research reveals that nine in ten organisations (91%) have experienced role changes or displacement, with one-third (34%) undergoing significant workforce restructuring to integrate AI. As automation takes over routine tasks, companies are shifting human roles toward strategic oversight, AI systems management, and creative problem-solving, signalling a fundamental redefinition of how work gets done.
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New Zealand (53%), Argentina (53%), and the US (50%) report the highest levels of job displacement, where roles were removed entirely due to Ai.
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In contrast, only 11% of Chinese organisations reported displacement, the lowest among all surveyed markets.
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China leads in job redesign (79%) rather than elimination, reflecting robust national reskilling initiatives to adapt its workforce to the AI revolution. This reflects China’s national initiative that promotes upskilling through extensive, government-subsidised training programs aimed at enhancing workforce capabilities nationwide.
Reskilling momentum grows, but accountability lags
So, what are companies around the world doing about reskilling their teams? Two-thirds of organisations are actively investing in AI-focused training programs, with Canada (77%), Brazil (76%), and Singapore (74%) leading adoption. However, challenges persist:
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57% cite limited employee engagement in training,
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51% face budget constraints, and
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45% struggle to find expert trainers.
Responsibility for AI reskilling remains unclear in many companies, with only 3% having established cross-functional teams to coordinate initiatives, while 29% admit they don’t know who owns the process.
New skills matter the most
As traditional university degrees lose importance (only 5% of organisations surveyed now view them as essential for entry-level roles), businesses are prioritising hands-on, practical skills.
The top three requirements for entry-level talent now include:
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Technical certifications in AI tools or coding bootcamps (66%)
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Problem-solving and critical thinking abilities (59%)
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Strong communication and collaboration skills (51%)
Entry-level hires are increasingly expected to be proficient with AI and technology tools while also demonstrating critical thinking and communication skills from day one. This is a dramatic shift from academic credentials to real-world capability, with employers valuing agility, continuous learning and human creativity, alongside technical fluency.
Barriers to AI success: Integration, talent, and trust
Despite strong momentum, nearly half of organisations (48%) say legacy systems are slowing AI integration, while 43% cite a shortage of skilled AI talent as a major barrier.
To compete, half of all employers are now willing to pay AI specialists 25% to 100% more than comparable tech roles, with Asia Pacific markets such as Korea (25%), India (22%), New Zealand (21%) and Australia (20%) leading in salary premiums.
Beyond higher pay, companies are also leaning on additional incentives, such as access to cutting-edge tools (49%) and well-defined career paths (43%), to attract and retain top AI talent. Access to cutting-edge tools and projects are crucial for AI professionals to stay relevant and motivated, fostering innovation and making employers more attractive in a tight talent market.
Governance gap
The research also reveals a significant gap in AI governance. Only 16% of businesses say they are very familiar with their local AI regulations, and fewer than one in four (24%) consider these rules clear and supportive. China recorded the highest share of organisations unfamiliar with local AI-related regulations (57%), followed closely by India (53%) and Germany (53%).
Just 22% of organisations have formal internal policies governing employee AI use. This regulatory uncertainty risks slowing innovation and exposing companies to compliance and ethical risks.
“Artificial intelligence is reshaping the global workforce at an unprecedented pace, outstripping any recent technological shift,” noted Dr. Chris Marshall, Vice President for AI in Asia Pacific, IDC. “Organisations that will thrive are those that unite automation with a human-centred vision – investing in upskilling, redefining entry-level opportunities, and ensuring that governance and ethics evolve in step with innovation.”
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Methodology: A total of 5,500 business leaders participated in this IDC research commissioned by Deel. They were drawn from organisations of all sizes and included decision makers shaping both business and digital strategies. The research spanned 22 markets worldwide: Argentina, Australia, Brazil, Canada, Chile, China, Colombia, France, Germany, Hong Kong, India, Israel, Japan, South Korea, Mexico, the Netherlands, New Zealand, Singapore, Spain, Sweden, the United Kingdom, and the United States. The research covered a wide range of industries, including banking, education, financial services, government, healthcare, hospitality, insurance, manufacturing, media, professional services, resource industries, retail, technology firms, telecoms, transportation and logistics, and utilities. The data collection was undertaken in September 2025.
About Deel
Deel is the all-in-one payroll and HR platform for global teams. Built for how the world works today, Deel brings HRIS, payroll, compliance, benefits, performance, and device management into one platform, supported by owned payroll infrastructure across 150+ countries. Businesses of all sizes use Deel to hire, pay, and manage every worker type – securely and at scale. Learn more at deel.com.
