{"schemaVersion":"1.0","document":{"id":"f655ea2dad1b688d1123cff3","title":"AI는 초기 경력을 어떻게 바꾸는가","originalTitle":"How AI is Changing Early Careers: A View from Entry-Level Workers","category":"work","categoryLabel":"일자리·인재","publisher":"World Economic Forum","language":"en","publicationYear":2026,"publicationMonth":1,"publishedOn":null,"datePrecision":"month","dateSource":"PDF 표지의 발행 연월","coverUrl":"/assets/covers/library-f655ea2dad1b688d1123cff3.jpg","tags":["신입","채용","일자리","AI","entry-level jobs","early careers"],"pages":6,"bytes":456259,"sha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","searchable":true,"url":"/library/f655ea2dad1b688d1123cff3","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf","chunksUrl":"/api/library/f655ea2dad1b688d1123cff3/chunks","extraction":{"totalPages":6,"pagesWithSubstantialText":6,"sparsePages":[],"method":"pdf-text","ocrPerformed":false},"relatedPublications":[{"series":"커스텀 브리프","issue":"7호","url":"/archive/custom-07","title":"첫 칸이 사라진 사다리"}],"metadataNote":"한국어 제목·분류·검색어는 원문 탐색을 위한 편집 정보입니다."},"extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","total":23,"offset":0,"nextOffset":20,"chunks":[{"id":"56a2fbcc2f1f2712278e0881dec1216708ab275af73d3f117ab9d89c45bb155a","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":0,"page":1,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 1쪽","text":"How AI is Changing Early\n Careers: A View from Entry-\n Level Workers\n\nE X E C U T I V E B R I E F I N G\n J A N U A R Y 2 0 2 6","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-1","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"601fc608fecf5abfb7deff37ed1a8ee4e818ea9082d5e43861a88144b5681c71","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":1,"page":1,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 1쪽","text":"respondent group. The survey’s findings draw on Context responses from 9,394 entry-level employees across 28 sectors, 48 countries and regions, and four generations of workers. Entry-level roles have long been the bridge between education and employment. For many workers, they offer a first opportunity to apply learning in Overall, this evidence finds that early-career workers a real-world setting and begin building essential are asking what this change means for them. skills. For employers, these roles deliver vital Some are already adapting, using AI tools to learn day-to-day value through foundational tasks such faster and build new skills. Others remain unsure as administration, analysis and research, while which paths to follow or how secure their roles will also developing future capabilities and leadership be. Their experiences reveal the human side of a potential. Today, that bridge is shifting as Artificial transformation that is often viewed through a more Intelligence (AI) changes both who does entry- abstract lens of strategy and productivity.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-1","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"a47e3fe264462871eff4add26629b99cb7ea5f62968ebe2f935aaefa73d1efde","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":2,"page":1,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 1쪽","text":"level work and how it is done. Routine tasks are being automated, expectations for entry-level roles are changing, and new skills are in demand. Five key findings Workforce AI adoption is uneven across sectors and regions, but its influence on how people begin and build their careers is already being felt globally. 1 Openness outweighs fear, but questions To understand how entry-level workers themselves remain feel about these changes, this briefing draws on the findings of the World Economic Forum’s Global Optimism and curiosity tend to outweigh concern Dialogue on AI and Entry-Level Work and PwC’s globally. Across all regions, entry-level workers Global Workforce Hopes & Fears Survey 2025. The report being more curious (47%) and excited (38%) Global Dialogue brought together over 200 experts, about AI than they are worried (29%). This overall public and private sector leaders, as well as Global balance points to openness rather than fear, but Shapers, between July and September 2025 to nearly one in three early-career workers still feel","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-1","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"a853a0ef15f29d42885f5ac16d3b423956346c3658a4ed8a98052aecc7d82df3","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":3,"page":1,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 1쪽","text":"examine how AI is transforming entry-level work. anxious about AI’s impact on their jobs. Optimism PwC’s Global Workforce Hopes & Fears Survey and concern coexist, reflecting both enthusiasm for 2025 provides one of the few global datasets innovation and uncertainty about what it means for that distinguishes entry-level workers as a distinct their future.\n\nF I G U R E 1 Top areas of optimism and concern about AI adoption\n among entry-level workers from the Global Dialogue\n\nOptimism Concern\n1 Creation of new types of jobs Reduced number of jobs\n\n2 Productivity gains through augmentation of repetitive tasks Lack of preparedness and support for adapting to change\n\n3 Enhanced skill development for entry-level workers Risk of socio-economic inequalities\n\nSource: World Economic Forum, Global Dialogue on AI and Entry-Level Work, 2025.\n\nHow AI is Changing Early Careers: A View from Entry-Level Workers 1","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-1","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"918ddeb16e3eea5884c79f2cd7ea956a35c61e52b9ea57a665cecdbb47657858","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":4,"page":2,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 2쪽","text":"F I G U R E 2 Percentage (%) of entry-level respondents who answered “to a large extent”\n or “to a very large extent” when asked how each emotion describes their view\n of AI’s impact on their work (multiple answers possible).\n\nWorried Excited Curious Confused\n\nArgentina 24% 35% 50% 17%\n\nAustralia 31% 29% 34% 24%\n\nBelgium 43% 31% 46% 31%\n\nBrazil 36% 49% 58% 23%\n\nCanada 30% 23% 34% 22%\n\nChina 33% 50% 52% 27%\n\nColombia 23% 45% 50% 19%\n\nCzechia 31% 35% 37% 22%\n\nFrance 42% 39% 51% 33%\n\nGermany 30% 28% 44% 13%\n\nGreece 38% 45% 48% 32%\n\nHong Kong 26% 20% 26% 16%\n\nHungary 27% 25% 39% 16%\n\nIndia 34% 61% 56% 29%\n\nIndonesia 25% 47% 58% 16%\n\nIreland 24% 23% 36% 24%\n\nItaly 28% 45% 59% 22%\n\nJapan 22% 30% 35% 22%\n\nMalaysia 38% 56% 74% 27%\n\nMexico 24% 43% 46% 24%\n\nNetherlands 29% 34% 47% 19%\n\nNew Zealand 28% 20% 29% 21%\n\nNorway 23% 33% 40% 19%\n\nPhilippines 40% 45% 58% 25%\n\nPoland 32% 38% 51% 32%\n\nRomania 24% 32% 47% 21%\n\nSingapore 29% 30% 35% 22%\n\nSouth Africa 27% 41% 56% 17%\n\nKorea, Republic of 26% 40% 39% 23%\n\nSpain 30% 35% 49% 28%\n\nSweden 28% 40% 44% 25%\n\nSwitzerland 31% 40% 56% 20%","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-2","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"bba59fe459b2bd5ebe7905d6770c105b3d9e501271325c37e742822a51339413","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":5,"page":2,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 2쪽","text":"Thailand 30% 49% 54% 21%\n\nTürkiye 31% 52% 55% 32%\n\nUnited Kingdom 21% 19% 29% 19%\n\nUnited States 25% 28% 35% 18%\n\nViet Nam 21% 36% 48% 14%\n\nGlobal 29% 38% 47% 22%\n\nPrimary emotion Secondary emotion\n\nNote: Results for some countries are not individually shown for Figures 2 and 3, due to small sample sizes.\nSource: PwC, Global Workforce Hopes & Fears Survey, 2025.\n\nHow AI is Changing Early Careers: A View from Entry-Level Workers 2","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-2","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"f86a62bdaabab5c16514f952b36ca5e1b4c862aa3aa30b2a5af073529d354b67","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":6,"page":3,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 3쪽","text":"To understand this balance more clearly, the Global 2 Entry-level workers are more optimistic Dialogue explored what areas of AI adoption entry- about job security, while business leaders level workers are most optimistic and concerned expect more disruption about (Figure 1). Entry-level workers are aware of AI’s growing Sentiment differs by country (Figure 2), reflecting impact and recognize both opportunity and differences in labour-market structure, technology disruption. They are entering the workforce at a exposure and public discourse about AI. Excitement time when business leaders expect AI to create and is highest in India (61%), Malaysia (56%) and Türkiye cut roles in almost equal measure. 36% of executive (52%), while worry is most common in Belgium leaders believe AI will increase entry-level jobs, while (43%), France (42%) and the Philippines (40%). 38% expect a reduction. These mixed expectations Although this analysis distinguishes entry-level contribute to uncertainty among younger workers workers as a group, variations across countries may about what lies ahead.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-3","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"60dfc5dede1a5d3c01ef6e1fdcfc43d1ce93eb75d5cffd66cebec445440148bb","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":7,"page":3,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 3쪽","text":"still reflect demographic and contextual factors, with younger populations often expressing more positive Job security is a defining uncertainty. 76% of entry- attitudes toward AI. level workers say it is the most important factor in what makes a job a good fit, yet only 53% feel very secure in their current role, compared with 62%\n\nF I G U R E 3 Relationship between business leaders’ expectations of AI’s impact on entry-level\n jobs and entry-level employees’ confidence in job security over the next three years\n\n60%","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-3","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"63f0bc7689dfddfebbcc7f6ca009cb0e9c2badd8097c8a0490e98bd371a82112","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":8,"page":3,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 3쪽","text":"Top left (Worker optimism gap): China Top right (Shared\n Entry-level workers are more optimism): Both business\n optimistic, but business leaders leaders and entry-level\n India 50% are more cautious. May reflect workers are confident that\n workers’ confidence in their own AI will improve job\n adaptability or exposure to new AI prospects and security.\n Mexico Indonesia tools ahead of corporate strategy. Indicates alignment and\n Thailand positive communication\n 40% Malaysia about technology’s role.\n Brazil\n Türkiye security harm) Viet Nam\n job to\n on it 30% Italy\n Colombia expect impact\n who South Africa Greece Netherlands Spain Sweden France AI’s % 20%\n of Switzerland\n Poland minus\n Belgium\n 10% Ireland United States expectation improve\n to Singapore Germany\n AI\n Norway United Kingdom worker Korea, Republic of Hong Kong\n expect 0% Australia\n who Japan entry-level (% New Zealand Canada\n Net\n -10%","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-3","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"e02b5f6fdd95ae88dcc36285dbf7b7ded881f351a6054fbec0daad7a8247d1bf","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":9,"page":3,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 3쪽","text":"Bottom right (Leader optimism gap):\n Business leaders are positive about AI’s\n Bottom left (Shared caution): impact, but entry-level workers are less\n -20% Both groups are wary of AI’s certain or anxious. Could signal\n impact. Suggests a shared communication or trust gaps, where\n perception of risk or slower oragnizational optimism hasn’t\n digital progress. translated to workforce confidence.\n\n-30%\n\n-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50%\n\nNet business leader expectation of AI’s impact on entry-level jobs\n (% who expect AI to increase minus % who expect it to reduce)\n\nSource\nPwC, Global Workforce Hopes & Fears Survey, 2025.\n\nHow AI is Changing Early Careers: A View from Entry-Level Workers 3","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-3","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"2448502a24b17598b2bc85a0e6f7ea61aa58d48725cb2ab2c1817d3db33408b6","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":10,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"of all workers. Almost two in five (39%) entry-level Survey data supports an emphasis on autonomy\nworkers believe AI will increase their job security and creativity. Just over half (51%) of entry-level\nover the next three years, while one in five (18%) workers agree that their job gives them freedom\nexpect it to decrease. This mix of optimism and to use their own initiative and judgement. Many\nuncertainty suggests that early-career workers are also believe that AI will enhance their creativity and\nnot apprehensive of change but unsure how AI will productivity in the years ahead.\nreshape their roles and opportunities.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"c363712828ebce7339c8552c7b17f8a102f89288805b72b984bbc32dffad2c5c","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":11,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"The relationship between business leaders’ 4 Entry-level workers are learning fast, but expectations and entry-level workers’ confidence many doubt the shelf life of their skills varies widely across countries (Figure 3). Few countries demonstrate perfect alignment between Learning and development is key to setting the two groups. In most cases, one side is more entry-level talent on the right path. Yet many lack optimistic or cautious than the other, with many confidence that the skills they are gaining will countries listed in the upper-left quadrant of the endure. Entry-level workers are the professional figure, where entry-level workers are more positive cohort that least strongly believes that the skills about AI’s impact on job security than business they have learnt in the past year are helping their leaders. This may reflect differences in visibility and career (57%). This is lower than 63% of managers perspective, as entry-level workers experience and 69% of senior executives. Additionally, only","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"48bbd114e7ade59421c01344fcbb0371bbaf428ef4b754e02511f2a5e67f078a","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":12,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"change on the ground while business leaders tend 53% of entry-level workers strongly agree that their to focus on longer-term structural shifts. manager supports them in building new capabilities. This suggests that while learning is happening, This divergence highlights that the challenge is support and guidance may not always keep not only technological but perceptual. Entry-level pace. Managers need to be equipped to develop workers and business leaders are often interpreting people effectively, especially in more hybrid and the same transition through different lenses. For technology-driven workplaces. employers, educators and policymakers, the priority is to narrow these gaps by improving transparency Examining the expected shelf life of skills further about how AI will reshape jobs and where new shows that 8% of entry-level workers believe opportunities are likely to emerge. Entry-level that half or fewer of their current skills will still be workers are not declaring themselves resistant to relevant in three years (Figure 4). Across industries,","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"b4eeae167fa4755ec75a481068579bd8756eccb1b00685c9f5af6a6a216d8228","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":13,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"change; they are simply looking for clarity about the picture is broadly similar, suggesting that skill their place within it. change is a shared reality for entry-level workers. The degree of concern varies slightly by industry. Entry-level employees in health, the public sector, 3 Perception of entry-level work itself is and consumer markets and energy are the most being redefined likely to worry about the relevance of their skills. This reflects differences in how quickly technology Beneath the uncertainty about job creation and and automation are reshaping roles across loss lies a deeper shift in what “entry-level” means. industries. Routine tasks that once gave newcomers their first foothold in the workplace are increasingly The findings together highlight the need for better automated, while AI-enabled tools are expanding guidance, support and communication: Entry-level the scope of what early-career workers can do. workers appear guided by curiosity and the pace of Across sectors, many are moving from executing change rather than clear signals or guidance from","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"6ee764e4c1d253fc1e6e8868b6f5b77fea1de3e6e3e507a0cc4a26499b6294d2","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":14,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"fixed processes to applying judgment, creativity and employers or education systems. collaboration alongside technology.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"2fec29da29fd730f2ee614926f2316c07a473545fde6c21087306be73c34a686","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":15,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"Participants in the Global Dialogue discussions, 5 Older entry-level workers could be at risk described how the entry-level experience is of being left behind in AI adoption becoming more complex. New workers are expected to contribute analysis, insight and Entry-level roles are often held by younger workers, adaptability from the start, often using AI tools that but they also include people who are changing compress learning curves. For some, this creates careers, re-entering the workforce or moving new opportunities to demonstrate value and into new industries later in life. In PwC’s Global accelerate progression. For others, it removes the Workforce Hopes & Fears survey 20% of entry-level structured, repetitive tasks that traditionally helped workers were aged 45-60 (Gen X). Many of these them build confidence and understand workplace roles may not sit on a traditional career ladder, for culture. example, in service or retail sectors, yet they remain vital entry points into employment. This mix of","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"09dee61751371cf08a832e9d964016da94fad46ea71f0a2d030e9307c484b173","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":16,"page":4,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 4쪽","text":"Alongside these changes, Global Dialogue generations brings varied experience, confidence participants also described a growing sense of and familiarity with technology. Understanding entrepreneurialism among entry-level workers. these differences is essential for creating inclusive Some noted that AI tools give workers more strategies for workforce AI adoption and learning. autonomy to explore ideas, experiment and create value beyond traditional role boundaries.\n\nHow AI is Changing Early Careers: A View from Entry-Level Workers 4","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-4","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"e7293bd0845f12a5550d2ccb22d935fda222caabd78e78afddbbad4451f64f6b","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":17,"page":5,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 5쪽","text":"F I G U R E 4 Entry-level worker response to the question: “What proportion of the skills you have today\n will be relevant to the way you expect to work in three years’ time?”, by sector\n\nHealth 22% 28% 28% 18% 4%\n industries\n\nGovernment and 25% 31% 27% 13% 4%\n public sector\n\nFinancial 26% 36% 27% 8% 3%\n services\n\nTechnology, media, 27% 37% 23% 10% 3%\n telecommunications\n\nOther 27% 27% 25% 15% 5%\n\nIndustrial\n manufacturing 28% 33% 26% 11% 3%\n and services\n\nEnergy, utilities 29% 36% 22% 11% 2%\n and resources\n\nConsumer 33% 30% 21% 11% 4%\n markets\n\n50 percent or less 51-75 percent 76-99 percent 100 percent Don't know\n\nSource Note\nPwC, Global Workforce Hopes & Fears Survey, 2025. The percentages in the graph may not add up to 100% because values have been rounded up/down.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-5","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"d0599795df0da1788d981196956666665810a592f6d0c4b8a8b0d7dd3c07a9eb","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":18,"page":5,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 5쪽","text":"The data shows clear variation in how generations three years, compared with 13% of Millennials and\n are engaging with AI. As shown in Figure 5, older 8% of Gen Z. This may reflect greater confidence in\n generations are significantly less likely to have used existing expertise or a reluctance to see the need\n generative AI or AI agents at work in the past 12 to reskill. Emotional responses to AI follow a similar\n months. Just over half of Gen Z entry-level workers pattern. Younger generations are both more worried\n have used generative AI, showing that adoption is and more excited about how AI will affect their\n still far from universal even among so-called “digital work, while older workers tend to be less engaged\n natives”. on the topic.","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-5","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"bec545fa6fe4063bf4534677c053cf4e98a95cb06cf8754ff739823e9f0160a4","documentId":"f655ea2dad1b688d1123cff3","documentSha256":"f655ea2dad1b688d1123cff30837746bc2a3a13c473646808029dd2e9d8934e6","extractionVersion":"9fae8e7152bde8f846bf90049da9c7bd178fc4ddcf33f3396211fea27b56ca14","ordinal":19,"page":5,"heading":"AI는 초기 경력을 어떻게 바꾸는가 · 5쪽","text":"Differences also appear in how workers view their If access to education and reskilling does not reach\n own skills and future readiness. Despite similar older cohorts, they may find it harder to compete\n levels of overall job confidence across generations, for future entry-level roles where digital fluency is\n older workers are more likely to believe that the expected. OECD research finds that many older\n skills they hold today will remain relevant in the adults remain excluded from the digital transition\n years ahead. 18% of Baby Boomers and 17% of due to digital-skills gaps and limited access to age-\n Gen X think all their current skills will still apply in sensitive training.\n\nF I G U R E 5 Percentage (%) of entry-level workers who have not used AI tools\n at work in the past 12 months, by generation\n\nAI agents Generative AI\n\nBaby Boomer (1946-1964) 84% 76%\n\nGen X (1965-1980) 70% 63%\n\nMillennials (1981-1996) 61% 52%\n\nGen Z (1997-2007) 57% 46%\n\nSource: PwC, Global Workforce Hopes & Fears Survey, 2025.\n\nHow AI is Changing Early Careers: A View from Entry-Level Workers 5","citation":{"title":"AI는 초기 경력을 어떻게 바꾸는가","publisher":"World Economic Forum","url":"/library/f655ea2dad1b688d1123cff3#page-5","pdfUrl":"/library/f655ea2dad1b688d1123cff3/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"}]}