DAHL Blog

For years, conversations about artificial intelligence (AI) have centered on whether it would replace human jobs. As we approach 2026, the reality is more nuanced. AI is undeniably transforming work, but often by reshaping roles rather than erasing them. For employers, the question isn’t “Will AI change the workforce?” in general; instead, it should be around how it’s changing specific jobs, and what that means for your teams and hiring strategies. In this article, our employment experts will share where AI is making the biggest impacts and next steps for employers to set themselves up for success going into 2026 and beyond.

Where AI is Doing the Heavy Lifting

Generative AI has quickly proven its ability to handle tasks that are rules-based, repetitive, or highly data-driven. This includes tasks such as answering customer calls, drafting documents, designing marketing content, or sorting through spreadsheets. According to research from Goldman Sachs, industries like marketing consulting, graphic design, office administration, call centers, and computer systems design are among the most vulnerable to AI-driven replacement. However, “replacement” doesn’t mean vanishing jobs overnight. In many cases, it means parts of a role are being automated, freeing people to focus on more strategic, creative, or interpersonal work. Employers who understand this shift can better redesign roles to maximize both efficiency and human value.

Tech Jobs: In Demand, Not Disappearing

Although it may be surprising, some of the jobs most impacted by AI are also the ones most in demand. According to projections from the Bureau of Labor Statistics (BLS), it is shown that:

• Software developers are set to grow +17.9% from 2023–2033.
• Database administrators (+8.2%) and database architects (+10.8%) will also see above-average growth.

In these cases, AI doesn’t eliminate roles; it elevates them. Employers will need top tech talent to build, maintain, and improve AI systems. That means more competition for these skill sets, not less.

Finance: Humans Still Hold the Edge

Artificial intelligence-driven “robo-advisors” are already making waves in personal finance, offering quick, automated investment guidance. Yet, the human element remains essential. BLS projects personal financial advisors to grow by +17.1%, which is much faster than average. The trend toward still preferring a human advisor is largely due to the fact that clients still want to receive empathy, trust, and nuanced judgment with financial decisions, which no algorithm can fully replicate. For employers, the focus should be on equipping financial professionals to blend AI-driven insights with human relationship-building.

Engineering: Productivity Boosts, Strong Demand

In engineering fields, AI is less about replacement and more about acceleration. Tools that support design, testing, and analysis are boosting productivity and fueling job growth for the following engineering roles:

• Aerospace engineers: +6.0%
• Aerospace technologists/technicians: +7.9%
• Electrical and electronics engineers: +9.1%
• Computer hardware engineers: +7.2%

This is a clear example of AI expanding demand. Despite the ability to leverage AI tools, there is still a need for skilled professionals to push innovation forward.

Legal Services: Redesign, Not Removal

Legal services highlight AI’s limits. Document review and research tasks are increasingly automated, but complex interpretation and client advocacy remain firmly human territory. The BLS projects:

• Lawyers: +5.2% (about average)
• Paralegals/legal assistants: +1.2% (slower than average)

The path forward for employers in the legal realm is role redesign: identifying which responsibilities can be delegated to AI tools while ensuring people stay focused on work requiring expertise and judgment.

What Employers Should Do Now: 3 Key Takeaways

Regardless of your business’s industry, it is important to prepare now for how AI will continue to shape the way we work.

1.     Shift Your Perspective

Rather than viewing AI as a threat to be contained, treat it as a tool that can handle routine or repetitive tasks so that your employees can focus more on work that requires judgment, creativity, or interpersonal skills. Encouraging leadership to shift the narrative away from “AI replacing humans” to “AI augmenting humans” when communicating with staff can reduce fear and resistance. However, it is important to note that overall resistance is low, with employees leading the charge when it comes to generative AI adoption. In fact, McKinsey found that while employees and leadership alike have a high level of familiarity with AI tools, employees are three times more likely to be using AI today than their leaders expect. Therefore, leaders should focus more on how they can invest in uptake, training, and support. Auditing current job tasks can help identify which parts of key roles are suitable for automation (data entry, scheduling, etc.) and which are better suited to human judgment (relationship-building, ethical decisions, critical thinking). Conducting an audit can also help assess which roles will be more heavily influenced by artificial intelligence, and whether this results in increased or decreased hiring demand. A recent research article concluded that generally, AI technologies that augment worker output are positively associated with new job creation and higher wages in high-skilled occupations, whereas automation tends to reduce new work, especially in low-skilled roles. Having these insights tailored to your organization can help to support strategic workforce planning in the age of AI.

2.     Invest in Reskilling & Upskilling

As AI tools become embedded in everyday workflows, the value of purely technical skills is shifting. Employers don’t necessarily need every employee to become a coder or data scientist, but they do need teams that are comfortable working with, supervising, and evaluating AI outputs. This type of technical fluency is best paired with human-centered skills like empathy, adaptability, and creativity, which are skills that machines still struggle to replicate. Harvard Business Review recently underscored that “soft skills,” such as collaboration and critical thinking, are becoming more important than ever as AI reshapes traditional job functions. Research further supports this hybrid need (a mix of both AI tech skills and soft skills). A 2025 study found that roles explicitly relying on generative AI had 36.7% higher requirements for cognitive skills, and demand for social skills grew after the introduction of tools like ChatGPT. Similarly, LinkedIn’s most recent skill demand data shows employers increasingly listing a combination of digital literacy and interpersonal capabilities in job postings. Together, these findings highlight that reskilling isn’t just about teaching people to use AI; it’s about building balanced skill sets that keep your workforce competitive in a hybrid future. For employers, the path forward is to integrate reskilling into workforce strategy. This might mean building internal training programs, partnering with educational institutions, or investing in certifications that address both technical and interpersonal growth. When organizations frame reskilling as part of employee development, rather than a reaction to disruption, it not only builds capability but also boosts morale and retention.

3.     Proactively Plan for the Future

Preparing for 2026 requires more than acknowledging AI’s influence; it requires actively adapting job descriptions, training, and workforce strategies. Employers should ensure roles reflect not just current responsibilities but also anticipated AI adoption. This might include specifying familiarity with AI-enabled platforms, emphasizing adaptability, or calling out collaboration with AI systems as part of day-to-day work. Updating job descriptions now signals to both current employees and candidates that your organization is serious about building an AI-ready workforce. Leadership should also be thinking beyond job descriptions. Workforce planning should integrate AI readiness into performance metrics, succession planning, and hiring criteria. In addition, studies show that jobs where AI augmentation is prevalent tend to carry wage premiums, a signal that early movers stand to benefit most from shaping their workforce around AI. Ultimately, the organizations that will thrive are those that plan deliberately, not reactively. By aligning talent strategy with AI adoption, employers can turn potential disruption into a competitive advantage. Employers that wait until AI adoption is fully mainstream risk scrambling to catch up, while proactive companies can position themselves as leaders in attracting and retaining forward-thinking talent.

Building Your Future-Ready Workforce

The jobs most impacted by AI aren’t necessarily the ones disappearing. They’re the ones being reshaped. Employers who lean into this reality by balancing technology with human strengths will be best positioned to attract, retain, and grow talent in 2026 and beyond. If you’re interested in building a future-proof, adaptable workforce, get connected with our team at Dahl Consulting today!