Every time a new technology arrives, headlines warn of the jobs it will kill. Today, the focus is on artificial intelligence and its impact on entry-level hiring. Some companies worry that AI will make junior roles disappear, while others argue it will create new ones. Both views miss the deeper truth: The real crisis is not automation, but intent.
Most entry-level jobs are still designed as if careers were ladders, each rung leading predictably to the next. But young professionals do not see their lives this way. They see careers as maps—full of routes, detours and opportunities to explore. When organizations ignore that, disengagement follows. Reskilling programs falter, graduates leave early and potential is wasted.
See also: AI is killing entry-level hiring: A real threat or ‘complete nonsense’?
Why intent matters in hiring
AI exposes this weakness because it quickly takes over repetitive tasks that once defined junior roles. If those roles exist only to perform tasks until promotion comes along, they are already obsolete. But if they exist to help people discover their strengths and direction, then entry-level hiring is more valuable than ever.
The missing element is intent. Traditional hiring measures what candidates can do, but few ask what they want to do. When personal intent aligns with company needs, employees stay longer, adapt faster and contribute more. When it does not, no amount of skill training will keep them engaged.
Intent is not a soft concept. It can be observed in the questions people ask, the choices they make in projects and the paths they are curious to explore. The best organizations already capture this informally through conversations with managers and mentors. The challenge now is to make intent visible at scale, and to design systems that act on it.
Where misalignment shows up
Intent misalignment usually shows up in three ways.
Graduates are hired without a clear picture of how their role fits into their future. Within months, many start browsing job boards, not because they lack talent but because they lack purpose.
Employees are pushed into reskilling paths the company prioritizes, but they never wanted. A marketing specialist told to learn coding may comply at first, but will disengage if the intent does not match their aspirations.
Ambitious workers who want to move laterally feel blocked. They are told to stay in their lane until promotion comes, and eventually leave to find freedom elsewhere.
None of these problems is about ability. Each is about intent being invisible to the system.
Redesigning early careers
Entry-level roles should be more than task holders; they should be adaptive spaces where young people try out projects, move across teams and build resilience. Think of the difference: The ladder says “climb step by step.” The map says: “Here are the routes; explore, learn and choose your way forward.” HR should guide, not gatekeep.
That shift also benefits the organization. A graduate who rotates through three departments in their first year may not perform each task perfectly, but they will emerge with a stronger sense of where they can add the most value. That clarity improves retention, reduces wasted training and strengthens succession planning.
How leaders can do bring intent into hiring
Make intent visible. Ask, “Where do you want to go?” in interviews and reviews, and capture the answers systematically. Over time, this creates a living database of motivation and ambition that can guide workforce planning.
Design micro-experiences. Rotations, short projects and scenario-based challenges reveal strengths for both sides. They give employees a safe space to test skills, and companies better data on potential.
Reward adaptability. Celebrate those who step into the unknown, not just those who sit longest in one role. Adaptability is the true career advantage in an unpredictable world, and recognizing it signals that growth matters more than rigid tenure.
Train managers as navigators. Too often, managers are rewarded for keeping employees in place rather than helping them move. Training them to act as navigators—supporting exploration while meeting business goals—builds a culture of alignment instead of control.
The bigger opportunity for intent in hiring
The debate over whether AI kills entry-level jobs is the wrong one. The real question is whether companies are willing to redesign work around intent. If they do, careers become journeys of discovery, not just ladders to climb.
That shift does more than save entry-level hiring. It builds a workforce that is loyal, adaptable and ready for the future. In an era when technology will always move faster than institutions, intent is the anchor that keeps people engaged. When organizations learn to measure it, respect it and act on it, they will discover that entry-level talent is not disappearing. It is simply waiting for work that feels meaningful.
