“AI Will Take the Jobs of Our Juniors – What Do We Need Them For?”
A client said this to me recently, and honestly, it stopped me in my tracks. Why? Because while I understand the excitement—and sometimes fear—around AI, the idea that we no longer need junior staff is not just short-sighted, it’s dangerous.
I remember my early career vividly. The most valuable lessons didn’t come from textbooks or training modules—they came from being in the room. Watching how my manager handled tough conversations, listening in on strategic discussions, and observing how ideas turned into action. That proximity to experience was everything. It shaped how I think, how I lead, and how I now show up for others.
So, if we let AI take over those early roles—those foundational experiences—where exactly are the next generation meant to start? How do they learn, grow, and become the strategic leaders we’ll all rely on five, ten, fifteen years from now?
Let’s take a step back.
Yes, AI can do a lot:
- It can run basic reports
- It can sift through data and offer insights
- It can write decent first drafts, a blog, or, more
- It can even debug code faster than some juniors might
It’s fast. It’s (mostly) free. And from a business perspective, it can save time and money, especially when it comes to entry-level, task-based work.
But here’s the thing: junior roles aren’t just about output.
They’re about potential. About learning the ropes, gaining confidence, and building judgment. AI can’t replicate that journey. It can’t replace the spark of a curious mind, or the growth that happens when someone fumbles, recovers, and learns.
Here’s what AI can’t do:
- Think strategically in a human context
- Solve real-world, nuanced problems with heart and instinct
- Offer emotional intelligence or empathy in a client meeting
- Navigate office dynamics, or build trust within a team
- Deliver customer service with genuine care
These are the soft skills that make good professionals great ones—and they’re built over time, through experience. Without junior roles, we lose that entire pipeline of future talent.
So yes, AI is powerful. And yes, it should be embraced to make our work smarter, faster, and more efficient. But it should never be viewed as a replacement for developing people. Ever.
Instead of eliminating junior roles, we should be reimagining them. How can juniors learn to use AI as a tool, not a threat? How do we train them to harness its power while honing the human skills that truly make them invaluable?
Because when we invest in juniors, we’re not just supporting individuals—we’re future-proofing our entire industry. So the next time someone asks, “Do we even need junior staff anymore?”—my answer is a firm, unwavering YES.
Now more than ever.
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