Is AI Really Transforming Entry-level Corporate Hiring?

Mary Moreland, Executive Vice President of Human Resources at global healthcare leader Abbott suggests that graduates are no longer prepared for the working world. 

In an article penned for Fortune, she says: “Years of remote learning deprived students of formative experiences like lab work and campus leadership. Many graduates now have strong academic foundations but less practice navigating unspoken professional norms. 

“On top of that, many entry-level roles that once taught young professionals the basics – data analysis, coding and report-writing among them – are disappearing as companies turn to AI. That may boost productivity today. But it prevents firms from developing the next generation of talent to lead them in the future.”

This sentiment is shared by employers and employees alike – half of university graduates do not feel ready for entry level jobs, according to a 2025 report from People Management. 

A 2024 survey from Intelligent found that one in six companies are hesitant to hire recent college graduates, with 53% of respondents believing Gen Z are unprepared for the modern workforce.

Abbott’s approach to employee development 

Mary suggests the way to better prepare university graduates for entry-level work is through industry mentoring, which she believes can benefit both employers and prospective employees. 

She says: “Employers get to identify and invest in talent early, developing pipelines for graduates who already understand workplace expectations. 

“These partnerships ensure a steady flow of job-ready professionals in high-demand fields like engineering and healthcare technology, where demand for talent far outpaces supply”.

Abbott is already working on several initiatives like this. 

In 2022, the company partnered with Microsoft and Raytheon Technologies to build the HBCU Cybersecurity Industry Collaboration Initiative, with the goal of developing a diverse pipeline of cybersecurity career-ready students. 

Abbott is also prioritising skills development in its existing workforce.

The company’s 2030 sustainability plan involves major investment in its employees, with a goal of filling 50% of targeted new jobs with internal talent by upskilling, cross-skilling and creating companies. 

The organisation is also planning to provide two million development and job opportunities for current and future employees, according to the 2030 sustainability plan. 

The AI skills shortage

Mary’s approach to developing new talent comes at a time when skills shortages are increasing, with over half of IT and tech leaders struggling to find AI talent, according to People Management.

She says: “Curricula struggle to keep pace with rapidly evolving fields like AI or cybersecurity. Many faculty still measure preparedness for the workforce by mastery of course material. 

“Employers, by contrast, may prize the ability to work as part of a team and to solve problems under pressure over the ability to recall facts quickly – especially given the rise of AI.”

To ensure employees are prepared for the ways AI will change their approach to working, companies are exploring alternative learning and development strategies. 

JPMorgan, for instance, is taking measures to educate its workforce on how to make the technology work for every single employee, rather than treating it as a one-size-fits-all solution. 

In an interview with McKinsey in October 2025, Derek Waldron, Chief Analytics Officer at JPMorgan, shared: “Training needs are varied, just like AI applications. The best way to approach this is segment by segment.”

JPMorgan CEO Jamie Dimon has also commented on the implementation of AI in the workplace, recommending in a December 2025 Fox News interview that prospective employees brush up on their soft skills. 

He says: “My advice to people would be critical thinking, learn skills, learn your EQ [emotional quotient], learn how to be good in a meeting, how to communicate, how to write. You’ll have plenty of jobs”.