AI Shaping Gen Z Careers and Hiring Trends

Author(s): Scott Douglas Jacobsen

Publication (Outlet/Website): A Further Inquiry

Publication Date (yyyy/mm/dd): 2025/08/14

Dr. Anmol Agarwal is an award-winning senior security researcher specializing in AI security and a professor at George Washington University. She holds a doctoral degree in cybersecurity analytics, with a research focus on privacy-preserving machine learning and vulnerabilities in AI systems. As the founder of Alora Tech LLC, Dr. Agarwal provides technology training and consulting to help teams understand complex technical concepts and navigate emerging technologies. A sought-after international speaker, active mentor, and advocate for cybersecurity standards, she regularly publishes research. She offers practical insights on AI security and privacy. Dr. Agarwal is dedicated to equipping global audiences to use AI responsibly and effectively.

Scott Douglas Jacobsen: Today, we are speaking with Dr. Anmol Agarwal, an award-winning senior security researcher specializing in AI security and a professor at George Washington University. She holds a doctoral degree in cybersecurity analytics, with a research focus on privacy-preserving machine learning and identifying security vulnerabilities in AI systems.

As the founder of Alora Tech LLC, she provides technology training and consulting services, helping organizations and teams understand complex technical concepts and facilitating clear, accessible public discussions about emerging technologies. She is also an international speaker, an active mentor and advocate. She contributes to the development and coordination of cybersecurity standards. 

She frequently publishes research papers and offers practical insights on AI security and privacy for global audiences. How is AI influencing the roles and skills that Gen Z candidates are prioritizing when entering the workforce?

Dr. Anmol Agarwal: AI is fundamentally reshaping the job market — it affects both hiring processes and the nature of many roles across industries. One trend I’ve observed is that some organizations now use AI-based systems to conduct initial interviews. So, instead of interacting directly with a human interviewer — as we are now — candidates may find themselves answering questions posed by an AI system, which then analyzes their responses.

This shift can create challenges because communicating with an AI differs from speaking with a human. For example, AI may interpret language very literally and evaluate specific behavioural cues. Something as simple as maintaining eye contact might mean looking directly into the camera rather than at a person’s face on the screen — which can feel unnatural but is essential in automated assessments.

This trend particularly affects Gen Z and other entry-level candidates who are navigating these newer forms of digital hiring. Beyond the interview process, Gen Z professionals are proactively developing AI-related skills, as many roles increasingly require familiarity with AI tools and workflows. There are multiple pathways within AI — my focus is on AI security research. Still, many entry-level employees use generative AI and prompt engineering as everyday skills.

For instance, knowing how to craft effective prompts for tools like ChatGPT or other AI assistants has become a practical competency. It is not just about asking questions but structuring them strategically to obtain valid, precise answers — and this is now part of the modern skill set for many knowledge workers.

Additionally, many organizations are integrating AI to improve efficiency and productivity, so employers value candidates who understand how to leverage AI responsibly and effectively. Overall, AI has become an indispensable tool, and learning to use it well can significantly enhance job prospects in today’s market.

Jacobsen: What changes have you seen in how Gen Z applicants research, evaluate, and apply for jobs, especially given that AI may be part of the recruitment process?

Agarwal: One notable change is that many candidates are themselves using AI to aid their job search. For example, they might ask an AI assistant to identify job openings that match their skills or to draft tailored résumés and cover letters. This provides a helpful starting point, making the job search process more efficient and targeted.

AI can provide a list of job opportunities to apply to, but AI can make mistakes. AI is usually the first tool you would try, but then you need to double-check the results it gives you. That’s one use case: looking up job opportunities using AI. Another everyday use is utilizing generative AI to assist in creating résumés.

I don’t think this is specific to Gen Z — it’s pretty much everyone now. People use AI to craft résumés, optimize keywords, and help with grammar or formatting issues. One challenge is that AI can sometimes hallucinate or produce errors. So, it might generate a résumé that does not make complete sense or even contain inaccurate information. Therefore, double-checking an AI-generated résumé is very important.

So, to summarize, people can use AI for two main things — job searching and résumé building. Then, when you consider the possibility of an AI-based job interview, my most significant piece of advice is to learn as much as you can about the role and the company beforehand. If you see on Glassdoor or other job forums that the company uses AI interviews — for example, for coding interviews — then you should prepare accordingly. That might mean following precise syntax or specific standards.

In general, when speaking with AI, you need to communicate literally and clearly. Focus on providing details and facts rather than using idioms, sarcasm, or vague expressions that an AI may misunderstand.

When I have done video interviews as a candidate in the past, some companies used AI to score my performance. This was before generative AI became mainstream. They would score factors like eye contact and confidence. Eye contact means looking directly at the camera; confidence means using a steady tone of voice, speaking clearly, and pausing at the right moments. My friends and I would often brainstorm tips for passing these AI-driven interviews.

So, when interviewing with a company, most of us ask people we know for insights. AI adds another layer — if AI is interviewing you, you need to adapt your strategy to meet that context.

Jacobsen: What companies are using AI to attract and hire talent?

Agarwal: Well, this is not an area where I have direct experience with specific company names, but generally speaking, many companies emphasize that they provide training programs for AI skills. They often promote that if you join them, you will have opportunities to upskill in AI or attend internal seminars and workshops.

In my experience, companies want to demonstrate that they will support employees in developing new competencies — whether that involves AI or any other emerging skill set in demand. Therefore, training and upskilling are increasingly common selling points in recruitment.

In Europe, a new law —the EU AI Act— requires all employees to have a basic level of AI literacy if they are employed by a company that provides AI. Therefore, companies are expected to ensure that their workforce is trained in the fundamentals of AI. That is one major reason companies offer extensive training programs: to help employees upskill and attract and retain talent by providing opportunities for continuous learning.

Jacobsen: What about the expectations of the new generation of workers? Where does AI fit in for them in terms of career growth and developing new skills?

Agarwal: Ultimately, AI is a powerful tool for data analytics. Employees can use AI to analyze career-related data and trends. For example, you could ask AI what common career pathways exist for a particular role or what skills are typical for reaching an executive position.

However, AI can reflect biases that exist in the data it is trained on. So, while it can be helpful as a starting point — for example, asking for general tips on career development — each person’s path is unique. In my experience, real career growth and mentoring should be handled in a human-centred way, not delegated entirely to AI.

That said, AI can help organizations analyze workforce trends — for instance, looking at skill gaps across different roles or departments. Companies can utilize these insights to inform their training programs or hiring strategies. But I want to stress that AI can be biased. Some companies that used AI for résumé screening found that it unintentionally discriminated against certain groups, such as women because the AI reinforced biases present in historical hiring data.

Therefore, while AI is a valuable tool for pattern recognition and trend analysis, human oversight and judgment remain crucial for ensuring fair and effective career development and advancement.

Jacobsen: What about the risk of AI replacing people in their jobs? For example, someone is progressing along a typical career path. Still, AI disrupts the industry — reducing work hours or eliminating roles.

Agarwal: Yes, this is a very real concern for many people. It’s similar to what happened historically with the typewriter and the computer. Initially, people were explicitly employed for typing. Still, once computers became widespread, that specific job largely disappeared because everyone learned to type themselves.

With AI, it’s similar: because AI can handle specific data processing tasks very efficiently, some companies may try to cut costs or increase productivity by using AI instead of people. In some cases, this can be risky because AI still makes mistakes. It might generate output that seems plausible — like a convincing answer from ChatGPT — but could be inaccurate or misleading.

My advice to companies is that while AI can improve efficiency, it should not be blindly trusted without human review. Employers and employees should always verify AI-generated results to ensure they make sense and meet the standards required for the job.

If you’re someone facing the risk of your job being impacted by AI, one of the best things you can do is upskill. There are many free online resources to learn about AI. I also provide AI training to individuals across various fields. But even beyond that, many online courses teach you the basics of AI, how prompt engineering works, and how to use AI tools effectively. Upskilling is vital because so many fields and industries now integrate AI into daily work. That’s one recommendation I strongly have.

Companies may be quick to replace parts of their workforce with AI. However, many of these companies often realize they need to rehire people because AI still requires human oversight and intervention. New jobs are being created to monitor AI systems and to verify their outputs. Subject matter experts remain essential to check whether the AI’s results are accurate and meaningful.

There is an important concept called “human-in-the-loop,” which means that humans and AI should work together rather than AI replacing people entirely. So, while some jobs may be displaced, others will evolve to ensure that AI is being used responsibly and effectively.

Jacobsen: How can Gen Z remain adaptable as technology and work environments change so rapidly?

Agarwal: Regardless of generation, adaptability is key to thriving in changing circumstances. Generative AI has made AI more accessible than ever. Many people, especially those in Gen Z, are utilizing AI for tasks such as content creation, which enables them to work more efficiently.

My advice is, first, to continue upskilling in AI — learn how it works, not just how to use it. But also, do not fear these technological changes. Instead, embrace them and adapt. For example, even though we all have calculators, we still learn basic math in school. It’s the same with AI: even if AI can perform a task, you need to understand the fundamentals of your field to verify that the AI is producing correct results.

Always ask yourself: Did my AI make a mistake? That mindset is crucial. So, while it’s tempting to rely entirely on AI, developing strong foundational knowledge ensures you can use AI effectively and catch errors.

I often tell people that AI is like your “Excel spreadsheet 2.0” — it’s a powerful way to analyze large amounts of data. However, you still need to understand the underlying calculations to ensure the outputs make sense.

Jacobsen: What advice would you give to Gen Z job seekers who are trying to balance AI literacy with human-centred skills while planning their careers? Gen Z job seekers often have to balance AI literacy with human-centred skills when planning their careers. This balance requires them to adapt continuously.

Agarwal: Yes. It is crucial to strike a balance between human-centric skills and AI skills. I strongly recommend developing both. Human interaction and communication should never disappear — even in an AI-driven workplace. It remains essential to communicate effectively with others, whether in person or virtually.

While AI can handle some customer support tasks, for example, it is often far more satisfying and effective when a real person communicates with you. So, interpersonal and communication skills are more critical than ever alongside technical skills.

On the technical side, I suggest learning how AI works under the hood. For example, I recommend  studying natural language processing, learning Python programming, and understanding  how AI models are built and deployed. This more profound knowledge helps you use AI wisely and responsibly if you are interested in the technical aspects.

Therefore, my primary advice is to develop AI literacy but not overlook the importance of human interaction and communication. There are many excellent online courses for AI, but remember that technical skills are just one part of what makes a well-rounded professional.

Jacobsen: Thank you very much for your time today. I appreciate your expertise and your thoughtful insights — it has been a pleasure speaking with you.

Agarwal: Thank you so much, Scott.

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