AI Is Reshaping Entry-Level Work and Eroding the Talent Pipeline — D2L and Morning Consult Survey of 546 HR Leaders Reveals a Looming Skills Crisis
D2L (Toronto; a global leader in learning innovation; CEO John Baker; D2L Brightspace learning platform; serving K-12, higher education, and corporate learning), has released its latest annual report with Morning Consult — The Future of Work and Learning: GenAI Impact on Entry-Level Work. The report examines how 546 US-based HR leaders (Director+ with decision-making authority across HR, talent acquisition, L&D, and performance management) perceive generative AI to be influencing entry-level work, hiring strategies, and long-term talent development. The headline finding: while entry-level hiring is not disappearing entirely, AI is beginning to influence the work traditionally assigned to early career professionals — increasing productivity expectations, changing the nature of foundational tasks, and surfacing growing gaps in problem-solving, interpersonal, and communication skills among junior professionals.
"The risk isn't simply that AI changes aspects of entry-level hiring. It's that it may reduce some of the foundational on-the-job learning that comes with the cognitive struggle and tasks inherent in entry-level work that people need to grow into experienced subject matter experts and future leaders."
— Sandy Rezendes, Head of Corporate Learning and Development, D2LThe Talent Pipeline Risk — Short-Term Efficiency, Long-Term Capability Gap
The report surfaces a structural risk that is easy to overlook in the short term but compounding in the long term: as GenAI takes over more of the foundational cognitive work traditionally assigned to entry-level professionals — drafting, researching, summarising, data processing — those professionals are no longer developing the problem-solving, communication, and interpersonal capabilities they need to grow into subject matter experts and future leaders. Organisations gain efficiency today at the cost of capability tomorrow. HR leaders surveyed report growing perceptions of skills gaps in exactly these areas among junior professionals — even as AI adoption continues to accelerate. The report also highlights that GenAI is raising productivity expectations for entry-level roles — meaning candidates are being evaluated against a higher baseline, and those who cannot demonstrate AI fluency alongside human-centric skills are increasingly disadvantaged. This combination — AI taking on foundational tasks, rising expectations, and growing soft skills gaps — creates a talent pipeline vulnerability that organisations need to address deliberately and proactively.
"Organisations may gain efficiency in the short term, but if they don't also invest in intentional learning, upskilling, and development, they may risk creating a talent gap down the road as they're not growing their own experienced workforce. This is a moment for employers to treat learning as a strategic investment in the future of their workforce."
— Sandy Rezendes, Head of Corporate Learning and Development, D2LD2L's Recommendations — Structured Learning, Apprenticeships, and Skills-Based Hiring
The report recommends that employers respond to the AI-driven talent pipeline shift by investing in four structured interventions. First, structured learning programmes that deliberately develop problem-solving, communication, and interpersonal skills — the capabilities that AI is not replacing but that are no longer being built through routine entry-level task completion. Second, internal apprenticeships and rotational opportunities that restore the foundational on-the-job learning experience that AI is eroding. Third, AI-enabled training simulations that create the cognitive challenge and skill-building environment that used to come from entry-level work itself. Fourth, skills-based hiring practices that prioritise critical thinking, communication, and AI literacy over traditional credentials and experience proxies. D2L will discuss the findings further at the D2L Executive Summit, 7–8 July 2026 in Phoenix, Arizona — bringing together leaders in corporate learning, higher education, and professional associations. D2L is also presenting at the ATD 2026 International Conference and Expo with a dedicated session on how AI is redefining the future of entry-level talent.
D2L releases The Future of Work and Learning: GenAI Impact on Entry-Level Work. Toronto; CEO John Baker; global leader in learning innovation; D2L Brightspace platform. Co-produced with Morning Consult. Announced 12 May 2026. Survey methodology: 546 US-based HR leaders (Director+; decision-making authority across HR, talent acquisition, L&D, performance management); surveyed January 2026. Full report available at D2L.com. D2L Executive Summit: 7–8 July 2026, Phoenix Arizona — register at D2L.com.
Headline findings — AI's impact on entry-level work. Entry-level hiring is not disappearing entirely — but AI is beginning to influence work traditionally assigned to early career professionals. GenAI is: raising productivity expectations for entry-level roles; changing the nature of foundational early career tasks; surfacing growing perceived gaps in problem-solving, interpersonal, and communication skills among junior professionals. HR leaders report that candidates unable to demonstrate AI fluency alongside human-centric skills are increasingly disadvantaged in entry-level hiring.
The talent pipeline risk — short-term efficiency at long-term cost. As GenAI takes on foundational cognitive work (drafting, researching, summarising, data processing) previously assigned to entry-level professionals, those professionals no longer develop the problem-solving, communication, and interpersonal capabilities they need to grow into subject matter experts and future leaders. Organisations gain efficiency today at the cost of capability tomorrow. Sandy Rezendes framing: organisations risk "creating a talent gap down the road as they're not growing their own experienced workforce." The pipeline risk is structural — not visible in this quarter's productivity metrics but compounding over the next 3–5 years.
D2L's four recommended employer responses. (1) Structured learning programmes — deliberately developing problem-solving, communication, and interpersonal skills no longer built through routine entry-level task completion. (2) Internal apprenticeships and rotational opportunities — restoring foundational on-the-job learning that AI is eroding. (3) AI-enabled training simulations — creating the cognitive challenge and skill-building environment that used to come from entry-level work itself. (4) Skills-based hiring practices — prioritising critical thinking, communication, and AI literacy over traditional credentials. Common thread: treat learning as a strategic investment in the future of the workforce, not a compliance training exercise.
Strategic significance — the compounding talent pipeline problem. The D2L report names a risk that most organisations are not yet measuring because it does not show up in near-term productivity data. When entry-level professionals are no longer doing the foundational cognitive work — because AI is doing it for them — they are not developing the judgment, communication, and problem-solving capabilities that take years to build and that organisations depend on for mid-level and senior leadership pipeline. The short-term efficiency gain from AI at the entry level is real; the long-term talent pipeline cost is equally real but arrives 3–5 years later. For L&D leaders, the D2L report is a strategic planning document as much as a research report: the four recommended interventions (structured learning, apprenticeships, simulations, skills-based hiring) are the specific programmes that need to be on the 2026–2028 workforce development roadmap.