Imran Akhtar, Head of Academy, mthree
Artificial intelligence is transforming how technology teams work. Tasks that once took hours now take minutes. As teams grow leaner, many employers are cutting back on graduate and entry-level hiring, assuming that having smarter tools means requiring fewer hands.
The reality? This short-term logic risks creating a long-term gap in skills and, more importantly, experience that could stall an organisation’s progress for years.
Across banking, the public sector and large technology firms, work is evolving. While AI can help teams to deliver results more quickly, businesses still need reliable people who understand systems and keep services running during complex scenarios. When organisations cut back on entry-level roles, they may save costs in the short term, but they also weaken the flow of future talent that keeps operations strong in the long term.
The new shape of tech talent
As AI takes on more of the routine work involved in building and running systems, technical skills remain essential. They’re still the foundation, but they’re no longer the full picture. Employers now place greater importance on how people think, communicate and solve problems. Valuing those who can ask the right questions and explain ideas clearly to colleagues who aren’t specialists is key.
This shift has changed what a strong early-career hire looks like. Curiosity and adaptability now sit alongside technical ability when employers assess potential. People who combine these qualities are better equipped to use AI responsibly – not just to speed up delivery, but also to apply sound judgment when reviewing its results.
“Across banking, the public sector and large technology firms, work is evolving. While AI can help teams to deliver results more quickly, businesses still need reliable people who understand systems and keep services running during complex scenarios.”
When efficiency becomes fragility
Scaling back early-career hiring can seem like an efficient choice. However, smaller teams delivering more often lead to greater risk over time. Senior staff end up managing day-to-day operations instead of focusing on innovation, and fewer new professionals gain the exposure they need to learn core systems and business processes. Knowledge starts to concentrate in a few experienced people, and when they move on, it takes months – even years – for replacements to reach the same level of understanding.
This imbalance doesn’t only affect output; it also impacts culture. Without a mix of experience and energy, teams can lose momentum and creativity. A workforce that looks efficient on paper can quickly become stretched, with senior employees covering gaps that should belong to the next generation.
Building capability for the long term
The solution lies in developing structured pathways that prepare individuals for real work before they join a real team. Models such as ‘Hire Train Deploy’ bring recruitment and training together, selecting candidates for potential and mindset as much as for technical ability. They receive focused preparation in the areas employers need most, so they can make an impact from day one.
This collective approach to learning helps new hires settle more quickly, reach consistent standards, all the while freeing senior staff to concentrate on higher-value work. Expanding entry routes through apprenticeships and non-degree options also widens access to motivated people who might otherwise be overlooked, creating a more diverse and loyal workforce – a real win-win.
Once employees are in role, professional development should continue with a clear structure and support. Giving early-career professionals the chance to rotate through different divisions within a technology organisation helps them see how their work connects to wider goals. Regular feedback, practical coaching and involvement in live projects allow them to build confidence and judgment through learned experience. Over time, these habits create individuals who take ownership of outcomes, not just to work on pre-assigned tasks.
Measuring resilience, not just speed
As AI accelerates delivery, organisations need to ensure that progress remains sustainable. Measuring only how quickly work is completed gives an incomplete view of performance. True resilience lies in how well teams respond when things go wrong, including how quickly they can resolve issues, adapt to change and maintain performance when key people are unavailable.
Indicators such as issue-resolution times, staff retention and coverage for critical roles show whether that resilience is in place. When those measures begin to slip, it often means experience has become too concentrated at the top and that short-term efficiency is being achieved at the expense of long-term strength.
External partners can also help build resilience when they’re used to strengthen internal capability rather than to replace it. The most rewarding collaborations align training with the organisation’s own culture, systems and expectations – ensuring knowledge stays in-house while new talent arrives ready to contribute.
Preparing people and technology together
AI should be seen as an amplifier of human capability, not a replacement for it. The organisations that will lead are those that combine efficient teams with a steady flow of early-career talent who understand both technology and its wider purpose. Maintaining balance between junior and senior roles and embedding AI awareness across every team helps to build a workforce that is adaptable, capable and resilient.
By continuing to invest in junior talent, businesses can move faster without losing stability, ensuring that innovation remains sustainable rather than short-lived. AI may accelerate delivery, but people sustain it – and that’s what keeps progress moving in a positive direction.
