AI is rewriting job roles: Nick Catino calls for adaptability and collective action

One thing is becoming clear globally: the age of AI-driven work isn’t something we’re preparing for anymore, it’s already here. The idea of AI transforming roles, restructuring teams, and creating entirely new jobs may feel almost ordinary, and according to Deel’s latest research, this “new normal” is here.

Organisations are rethinking the very definition of human strength at work. And while traditional degrees still have value, the new era of work is being built on newer skills i.e. AI fluency, fast adaptability, digital confidence, human judgment, and collaboration beyond limits. 

Global leaders are feeling the pressure too, as they wrestle with AI anxiety, shifting career pathways, talent shortages, and uneven access to training across regions.

In a recent conversation,Nick Catino, Global Head of Policy at Deel, breaks down how the world’s workforce is being rewired and what leaders everywhere, regardless of geography, must do to stay ahead.

“AI is no longer an experiment, 71% of companies have already moved beyond pilot projects. 91% percent say roles have changed or been displaced. And 66% expect to slow entry-level hiring. The foundation of work is shifting in real time,” says Catino

He explains that simple, task-based roles, the ones junior workers often rely on, are the first to evolve. At the same time, entirely new categories are emerging: AI tutors, AI trainers, AI librarians, a role Deel itself created.

“Skills now matter more than credentials. Only 5% of companies still prioritise traditional degrees,” he added.

He stressed that the workforce of 2026 will need to adapt by building practical skills like AI fluency, and that industries, governments, and academia will all have to support this transition.

Calling this a real concern, and not a catastrophe, Catino said, “Many entry-level tasks are automated, but those tasks were never the value of early jobs. The value was learning and experience.

“the focus should be on redesigning early-career pathways that still give junior employees real responsibility, exposure to judgment-based work, and time with managers, maybe even giving them more early career experience in the process,” he says.

He believes companies need to redesign, not reduce, early-career pathways. That means higher selection standards, deeper coaching and more meaningful responsibilities. “Done well, leaders emerge faster. Done poorly, the pipeline weakens.”

“Low engagement usually means employees do not see the training as useful or doable. Training that is generic or poorly timed feels like an additional burden. If workers believe AI training is really about future job cuts, engagement drops even more,” Catino says.

Sharing how companies can improve engagement with AI training, Catino urges organisations to make training more role-aligned, manage training time better so it doesn’t affect workloads, and support employees with clear communication around career roadmaps, managers modelling positive behaviours, and partnerships with credible AI trainers who can teach hands-on, role-relevant skills. 

“When people see AI helping, not threatening, engagement rises fast.”

“The ladder stays. But the lower rungs are changing,” Catino says. Since AI now completes many repetitive tasks, companies must redesign junior roles around judgment, oversight and AI fluency. Deel’s own “AI librarian” role is a perfect example, “this job did not exist a few years ago but is now essential for accuracy, compliance and human oversight. Roles like this give junior employees meaningful learning from day one.”

“Career pathways will remain. The entry point just looks different.”

Catino underlines the most exposed roles are repetitive admin, basic analytical support, and routine operational tasks, and the biggest opportunity lies in industries leaning into AI. “Technology, finance, education and manufacturing are shifting roles toward AI integration, human oversight and new quality control functions,”

He noted that around 1,000 AI trainer roles have been created since 2023, and that demand for AI talent in non-tech firms rose to 30% in 2025 alone. “Companies that redesign roles around AI..are improving both competitiveness and job quality.”

Catino counters by saying, “Trust is improving, but it is not perfect. Demand for AI talent is rising much faster than supply.” 

He shared that AI job titles on Deel have tripled, salaries are 120% higher, and companies now need evidence of skill, not just degrees. Portfolios and certifications are becoming increasingly important. 

“Traditional credentials still matter, but demonstrable skill is becoming the decisive factor.”

Catino agrees that AI skills are boosting pay premiums, saying “This is pure supply vs. demand. Companies see real value from AI talent. Premiums may narrow, but advanced AI skills will stay valuable for a long time.”

"We may see some normalisation. A true bubble would require AI hiring to grow in ways that are disconnected from business value, and we are not seeing that today,” he added. 

The real cost of AI

“It’s not just budgets,” Catino says. “It’s the complexity of large-scale change.” He added that budget pressure around AI adoption is high because reskilling workers requires time and resources, and because most organisations planning this shift lack internal AI expertise and remain concerned about privacy, ethics, and compliance issues.

“So the real cost includes technical, regulatory, and human factors that place pressure on organisations. The shortage of expert trainers is a major bottleneck because companies need practical, role-specific guidance. Governments and industry both have a role in scaling this expertise.”

Catino ends on a clear note. “The most important step is embedding AI into daily work. Redesign workflows. Build clear use cases. Give people protected learning time. And fill skill gaps by both hiring globally and reskilling internally.” 

“Do these together, and you get speed and sustainability.”