The debate surrounding the impact of artificial intelligence on the labour market is often framed in terms of replacement: which jobs will disappear, which professions will be most exposed and to what extent companies will need fewer employees.

However, the changes already emerging within organisations point to a more complex reality.

A recent article published by Forbes, based on research by workforce analytics company Visier, suggests that the adoption of artificial intelligence is not simply leading to the disappearance of certain functions. It is also changing the types of professionals companies need, the skills that are becoming more valuable and the way work is distributed within teams.

A transformation taking place within jobs themselves

Visier’s research analyses more than 3.6 million employee records from over 155 large organisations between 2022 and 2026.

One of the most interesting aspects of the study is that change is not necessarily taking place across entire sectors, but within professional areas themselves.

For example, the share of Data and Analytics roles increased by 49% during the period analysed, while Product Management grew by 39%. However, even within Data and Analytics, the trends differ significantly: the proportion of AI engineer hires rose by 251%, while hiring of data scientists fell by 32%.

The conclusion is significant: simply stating that a profession or sector is growing or shrinking may conceal much deeper transformations.

Artificial intelligence is making it possible to automate certain functions while, at the same time, increasing demand for other capabilities.

Are there really “irreplaceable” jobs?

Forbes highlights that professions related to education, law, architecture and security appear to show greater resistance to complete replacement by artificial intelligence systems.

However, it may be more accurate to speak of functions that are difficult to replace rather than professions that are entirely immune to automation.

A lawyer may use artificial intelligence to locate information, review documents or streamline certain tasks. An architect may use it to generate preliminary proposals. A teacher may rely on it to prepare educational materials.

That does not mean professional involvement disappears.

In many activities, capabilities such as judgement, interpretation, responsibility, negotiation, empathy and the ability to understand circumstances that cannot be reduced to the mere generation of information remain essential.

In the legal field, this distinction is particularly clear. Access to information is only one part of the work. Determining which information is relevant, interpreting a rule in a specific context, assessing risks, designing a strategy or taking responsibility for a recommendation still requires professional knowledge and judgement.

Hiring has fallen, but the trend cannot be attributed solely to AI

Another figure highlighted by Forbes is that, within the organisations analysed by Visier, the overall hiring rate fell by approximately 24% during the period studied.

This figure should be interpreted with caution.

The analyses themselves point out that these years were also marked by factors such as economic uncertainty, corporate restructuring and changes in workforce planning. It would therefore be inaccurate to attribute the decline exclusively to artificial intelligence.

However, technology introduces a factor that companies did not have to consider with the same intensity only a few years ago.

When workloads increase, the decision is no longer limited to determining how many additional people need to be hired. Organisations can also assess which tasks can be automated, which can be absorbed by existing teams with technological support and which functions still require new talent.

This may gradually lead to different organisational structures and more selective recruitment processes.

Experience may become more valuable in the age of artificial intelligence

Another trend highlighted by Forbes is the growing share of professionals aged 35 to 50 among the new hires included in the research.

Although younger workers continue to represent the largest group, the data may point towards a greater appreciation of certain experienced profiles.

Artificial intelligence can access vast amounts of information in seconds. What it does not automatically provide is the accumulated experience required to identify when an apparently correct answer does not fit the reality of a particular situation.

For this reason, the combination of professional experience and the ability to use new technological tools effectively may become one of the most valuable profiles in the labour market.

The future may not be defined by a competition between professionals who work without artificial intelligence and those who use it. The key distinction may instead lie between those who know how to integrate these tools while preserving professional judgement and those who fail to adapt to that transformation.

The challenge for companies is not simply to automate

The adoption of artificial intelligence also raises significant organisational decisions.

Before automating a function, companies should consider which tasks can be delegated to a system, which require human supervision and which knowledge and expertise must remain within the organisation.

Other issues must also be considered, including employee training, confidentiality, data protection, ownership of information, performance assessment and responsibility for decisions.

There is also an increasingly important regulatory dimension.

The EU Artificial Intelligence Act classifies certain AI systems used in employment as high-risk, including specific systems used for recruitment and selection, decisions affecting employment relationships, task allocation, and the monitoring or evaluation of workers.

European regulation addresses these uses precisely because of their potential impact on individuals’ rights and professional opportunities.

The use of artificial intelligence within companies should therefore not be approached solely as a question of productivity.

From replacing jobs to redefining them

Perhaps the main conclusion that can be drawn from the data published by Forbes and Visier is that the transformation of employment may be taking place in a much less visible way than is often assumed.

A profession may continue to exist while changing profoundly.

Certain tasks may disappear, others may be automated and new responsibilities may become more important. Two professionals with the same job title may ultimately perform very different roles depending on their ability to work effectively with these technologies.

For professionals, the relevant question may therefore no longer be simply:

“Can artificial intelligence replace my job?”

It may be more useful to ask:

“Which parts of my work can technology perform, and which human capabilities will become more valuable as a result of that automation?”

For companies, the challenge is to take advantage of the opportunities offered by artificial intelligence without losing knowledge, experience, accountability and effective human oversight.

The transformation is no longer limited to the technology organisations use. It is beginning to reshape the very structure and value of work itself.

Source: Forbes Spain, based on Visier’s research Hidden in the Headcount: The State of Workforce Transformation During the AI Reckoning.

At Solium Legal, we closely follow developments in artificial intelligence and their legal and business implications, particularly in the areas of employment law, data protection, corporate organisation and regulatory compliance.