They’re also letting go of the juniors. What now?

By Jorge Chirinos, specialist in business intelligence with AI.

Artificial intelligence is transforming the job market at a speed that few companies seem to fully grasp. While some organizations celebrate automation and cost reduction, others are beginning to discover a much deeper problem: they are losing the ability to transfer human expertise within their teams.

IBM’s case recently ignited this discussion. After implementing thousands of senior staff cuts during the last quarter of 2025, the company announced months later an aggressive increase in junior hiring. At first glance, the logic seems efficient: fewer high salaries, more young people supported by AI tools. However, behind this equation lies a silent void that is now beginning to affect many global organizations.

This void can be summed up in one idea: companies brimming with young talent, but increasingly lacking in experienced judgment. The data is already showing this. A survey conducted by Intelligent.com of 966 business leaders revealed that 75% of companies consider some or all of their recent graduate hires unsatisfactory. Furthermore, six out of ten ended up laying off some of these young professionals.

Public debate quickly focused on Generation Z. Lack of commitment, low tolerance for criticism, little initiative, and poor communication skills were some of the most frequently repeated diagnoses. But perhaps the problem isn’t generational, but structural.

The skills most in demand by companies are not usually learned in a course or on an e-learning platform. They are acquired by observing experienced professionals handle complex situations, negotiate under pressure, interpret silences in a meeting, or anticipate risks before they arise. True organizational learning often happens invisibly.

When a company drastically reduces its senior management, it doesn’t just eliminate high salaries. It also destroys its informal mentorship system. AI can accelerate tasks, automate processes, and increase productivity. What it cannot do is replace human judgment built over years of accumulated experience. And therein lies one of the greatest risks of this technological transition: organizations that are highly efficient in execution but weak in discernment.

The problem worsens when young people enter more complex roles without real support. Many companies believe that simply providing AI tools and accelerating responsibilities is enough. But exposure without guidance doesn’t foster professional maturity; it breeds confusion.

That’s why talk is starting to turn to a new business challenge: rebuilding the bridge between experience and generational renewal. The solution doesn’t lie in halting AI or romanticizing outdated work models. It lies in redesigning the role of senior talent. The most experienced professionals should no longer be seen solely as executors, but as transmitters of strategic vision.

The smartest organizations will be those that can turn experience into a transferable asset. Companies where junior employees work closely with experienced leaders, where important decisions are explained, and where knowledge doesn’t disappear when someone retires or is laid off.

The risk of inaction is enormous. A company might save money by reducing senior staff today, but pay much more tomorrow in errors, turnover, failed projects, and a loss of organizational culture.

Artificial intelligence is redefining work. But the real question isn’t how much technology can do, but how much human knowledge will survive the transition. Because when judgment disappears from an organization, it’s not always immediately noticeable. Sometimes the damage only becomes apparent when there’s no one left who can recognize it.