人才大重配：+AI+如何重塑企业人才战略+The+Great+Reallocation

2

talentneur8

TheGreat

Reallocation:

Understandingthe

impactofAI

ontalentstrategy

SEPTEMBER2026

InSIGHT

Alisacceleratingthepaceofworkforcedecisions,compressingplanningcyclesfromyearsto

quarters,andsometimesevenweeks.ForHRandstrategicworkforceplanningleaders,thatraisesthestakes:timely,decision-readyworkforcedatamustbeavailablebeforechoicesaremade,not

after.Manyofthesechoicesareeffectivelyone-waydoors.Rolesandteamscanberebuilt,butthepeople,relationshipsandinstitutionalknowledgethatleavewiththemaremuchhardertoreplace,whichmeansHRmustidentifycritical

capabilitiesandknowledgeatriskbeforeirreversibledecisions

aretaken.

DAVIDGREEN,

CO-F0UNDERANDMANAGINGPARTNERATINSIGHT222,HOSTOFTHEDIGITALHRLEADERSPODCAST

CONTENTS

3

What'sinside

01

Introduction:Afterthefeverbreaks

AIimpactandtheimplicationsfortalentstrategy.

4

02

Thedevilinthedetail

Whynojobisfullyautomatable.

6

03

Boltedon,notbuiltin

Why94%ofAIinvestmentsdonotdeliverROIinthefirst12months.

10

04

Datasnapshot:demandforAIskillsin2026

Amarketintransition.

12

05

Whatishappeningintherealworld?

Eightstrategicdecisions.

16

06

Spotlights

Salesforce·Klarna·WellsFargo·Google·Microsoft·Citi·BTGroup

18

07

Doeslesshumanmeanlesshumanresources?

Thefunctionsthatshapethefutureworkforcearegrowing,notshrinking.

34

08

Conclusion:thedatathatdecidestheoutcome

Architecture,notautomation,iswhatseparatesthecohort.

36

09

Sources

40

01

INTRDDUCTION

Afterthe

feverbreaks

01·INTRODUCTION

Afterthefeverbreaks

Everyphaseofthehypecyclehasnowplayedout.Sincelargelanguagemodelsreachedthemass

marketin2022,thepublicmoodhasrunfrom

awethroughexuberancetodoom-mongering,

andhaslatelysettledintosomethingcloserto

fatigue.Adoption,atleast,isnolongerindispute:

by2026,88%oforganizationsreportusingAlinatleastonebusinessfunction,andtheinvestmentcontinuestobejustifiedbythestatedgoalsof

efficiencyandinnovation.

Thereturnonthatinvestmentishardertoidentify.Severalstudieshavefoundthatorganizationsarenotyetseeingthereturntheyexpected.Atthe

macrolevel,productivitydatashowsnotraceoftheexponentialgrowthtechnologistshavepromisedforthreeyearsrunning.

Ifproductivityisnotvisiblyrising,andthe

J-curveErikBrynjolfssonpredictedhasyettoannounceitself,thenwherearewe?HowarethecompaniesinvestinginAlchangingtostaycompetitive,andwhatworkforcearethey

buildingtoexecutetheirstrategy?

ThisreportanswersthatquestionbyexamininghowAlisreshapingtalentstrategyatseven

enterprises:Salesforce,Klarna,WellsFargo,

Google,Microsoft,Citi,andBTGroup.What

theevidenceshowsisneitheralinearswapof

humansformachinesnorthemass-layoff,direct-replacementfuturesomehavepromised.Itshows

anevolvingmixofhumanandmachinecapability,playingoutdifferentlyateachcompanyaccordingtoitsneedsanditsstrategicgoals.

用用用用

用用用用用用用用用

88

oforganizationsreportusingAlinatleastonebusinessfunction

HCKIMSEY

SOURCES·MCKNSEY,THESTATEOFAIMITNANDA·0ECDCOMPENDIUMOFPRODUCTIVITYINDICATORS2026

02

THETASK,NOTTHEJ0B

Thedevil

inthedetail

SOURCES·ANTHROPICECONOMICINDEX·TALENTNEURONTASK-LEVELANALYSIS

02·THEDEVILINTHEDETAIL

Nojobisfullyautomatable

FromTalentNeuron'sposition,guidingglobalenterprisesthroughAl-driventransformation,onefindingholds

consistently:noemployeecanbe100%replacedbyAlandnojobisfullyautomatable.Thetasksthatmakeupajobareautomatable,inparts,atdifferentrates.

Anexample:legalwork,whichisoftennamedamongprofessionswiththehighestautomationpotential.

AnthropicputstheoreticalAlcoverageforlegaloccupationsat89%.However,atask-levelviewofasinglelegalroletellsadifferentstory.Whenthefullmixoftasksanddutiesthatalegalofficercoversinarealworkingweekisaccountedfor,TalentNeuron'sanalysisputstheoverallautomationpotentialoftheroleat16.1%.Thegap

betweentheheadlinenumberandthetask-levelrealityiswide,andrepresentsasignificantlevelofrisk.

AutomationPotential

ROLEPROFILE:LEGAL0FFICER

100CELLS=ONEWORKINGWEEK

89%

HEADLNEESTIMATE

TheoreticalAlcoverageforlegal

occupations,AnthropicEconomicIndex.

16.1%

TASK-LEVELREALITY

TalentNeuron'sanalysisofthefullmixoftasksinarealworkingweek.

72.9

POINTSOFEXPOSURE

Thedistancebetweenwhatan

occupationlevelestinatesuggestsandwhatareaworkingweeksupports.

○16genuinelyautomatable□84cellsstilldonebypeople

Thedashedoutlinesitsontopofboth—spans89cells,and73ofthemarecellspeoplestilldo.

02·THEDEVILINTHEDETAIL

SOURCE·TALENTNEURONTASK-LEVELANALYSIS8

Talentandskillsitinsidetasks,notjobtitles

SELECTEDTASKS

DUTY

CAPACITY

IMPACT

EVOLVEDJOBDUTYRESPONSIBILITYIMPACTOFAUTOMATION

DUETO

Draftandreviewcontracts,agreements,andlegal

documentstoprotecttheorganization'sinterests,tosafeguardlegalrights.

12.70%

Medium

AI-poweredcontractlifecyclemanagement(CLM)toolslikeIroncladandDocuSignCLManalyzeandgeneratecontractlanguage,flagriskyclauses,andsuggeststandardizedalternatives.BPAautomatesapprovalworkflowsandversioncontrol,ensuringconsistentdocumentationandfasterturnaround.

Implementstrategiesfor

dataprotectionandprivacycomplianceinalignment

withevolvingregulations,tosafeguardsensitive

information.

20%

Medium

AItoolssuchasOneTrustandBigIDidentifysensitivedata,assessprocessingrisks,andautomatedata

mappingtocomplywithGDPR,CCPA,andother

regulations.BPAplatformsmanagesubjectaccessrequests(SARs),consenttracking,andprivacyauditreportingefficiently.

Conductlegalresearchandanalysistoensure

compliancewithlawsandregulations,tomitigate

risks.

15%

Medium

AItoolslikeLexis+andBloombergLawusenaturallanguageprocessingtoextractrelevantlegal

information,caselaw,andregulatoryupdates

efficiently.BPAplatformsautomatecitationtrackingandresearchdocumentation,improvingresearchspeedandaccuracywhilereducingmanualwork.

Talentandskillsitinsidetasks,notjobtitles.TheimpactofAIshowsupinthedecompositionofthejobitself:afixeddescriptionbrokendownintoadefinedsetofskillsandtasks,whichhastobemappedbeforeitcanberedeployedagainstwhatthebusinessneeds.

Thecostofskippingthatmappingisladenwithrisk.In2026,TalentNeuronworkedwithaFortune100

manufactureronatask-levelanalysisofitsjobarchitecture.Thirty-fourpercentoftherolesflaggedfor

eliminationinthecompany'sinitialAIstrategycontainedtasksrequiringhumanjudgmentthatwerecentraltoitstransformationprogram.Hadthecompanyproceededonrole-levelanalysisalone,itwouldhave

dismantledthecapabilityitneededtoexecuteitsownstrategy.

9

PROOFPOINT

In2026,TalentNeuronworkedwithaFortune100manufactureronatask-levelanalysisofitsjobarchitecture.Hadthecompanyproceededonrole-levelanalysisalone,itwouldhave

dismantledthecapabilityitneededtoexecuteitsownstrategy.

34%

oftherolesflaggedforeliminationinthecompany'sinitialAIstrategycontainedtasksrequiringhumanjudgmentthatwerecentraltoitstransformationprogram.

Learnmoreaboutworkarchitecture→

WHYTHEPILOTSNEVERPAY0FF

BoltedOn,

notbuiltin

03·BOLTEDON,NOTBUILTIN

SOURCES·MITNANDA,THEGENAIDIVIDE:STATEOFAIINBUSINESS2025·MCKINSEY,THESTATEOFAI11

BlindautomationofthiskindmayexplainwhycompanieskeeprunningAIpilotsthatneverpayoff.Across

industries,91%oforganizationsplannedtoincreaseinvestmentinAItechnologyin2026,eventhoughonly

6%reportseeingsatisfactoryreturnoninvestmentinthefirstyear.Theobstaclemostorganizationsfaceisnotthetechnology.Itisthattheirteams,theirsystems,andtheirprocessesarestillbuiltaroundthejob,notthetask.

94%

ofAIinvestmentsdonotdeliverROIinthefirst12months.

DELOITTE

MostorganizationstreatAIassomethingtoboltontotheworkflowsandstructurestheyalreadyhave.The

transformativevalueisbeingrealizedbythosewhoaskadifferentquestion:whatwouldthisprocesslooklikeifitweredesignedwithAIasthestartingpoint?High-performingorganizationsarereportedlythreetimesaslikelytosaytheyhavefundamentallyredesignedindividualworkflowsaroundAI.Likewise,organizationsthatare

focusedonusingAIasaleverforgrowthandinnovationareraisingheadcountfasterthancompanieswiththeleastAIexposure,whichsitsawkwardlywiththeassumptionthatAImaturitymeansfewerpeople.

BOLTEDON

AIaddedtotheexistingworkflow

Theprocesskeepsitsoriginalshape.Gainsarelocal,hardtomeasure,andrarelyreachtheP&L.

BUILTIN

TheworkflowredesignedaroundAI

HighperformersarethreetimesaslikelytohavefundamentallyredesignedindividualworkflowsaroundAI.

4

DATASNAPSHOT

Demand

forAIskillsin2026

04·DATASNAPSHOT

13

DemandforAISkillsin2026

AlthoughglobaldemandforrolesrequiringcoreAlskills(suchasSQL,Python,andMachineLearning)

droppedslightlyby2%yearonyear,themarketforthemhasneverbeenbigger.ThisisbecausedemandforAlskillsisspreadingfastintorolesthathavenothingtodowithbuildingsoftware,asorganizationsseekwaystoautomatetasksandprocesses.

KEYFIGURES

-2%

Aggregatechangeyearonyear

103

Occupationsnow

requiringcoreAlskills

Investmentismovingfromexplorationtorolesthatsupportinfrastructure,architecture,anddeployment.Thesearetherolesthatsupportvaluerealization.

0UT0FTHELAB,INTOPRODUCTION

Demandchangebyoccupation,allrequiringcoreAlskills.

■Aboveaggregatel■Belowaggregate—AggregateDemand-2%

oCCUPATIONYEARONYEAR,AGAINSTAGGREGATECHANGE

DatabaseArchitects

17,350POSTINGS

+82%

DataScientists

68,953POSTINGS

+32%

Statisticians

8,671POSTINGS

-19%

SoftwareDevelopers

11,338POSTINGS

-53%

Computer&Info.ResearchScientists

-88%

1,388POSTINGS

-100%-50%0%+50%+100%

14

DEMAND

ACROSS

FORSKILLSISSPREADINGOCCUPATIONS:

Mathematicians

(+202%)

Actuaries

(+33%)

FinancialSpecialists(+47%)

areamong103occupationsthatincreasinglyrequirecoreAIskills.

04·DATASNAPSHOT

15

Demandisdispersing

Postingsandyear-over-yearchangebymetro.

NORMALIZING:THEMEGA-HUBS

Bangalore

7,063

−24%

DelhiNCR

3,716

−24%

Hyderabad

3,277

−32%

GROWING:ESTABLISHEDPREMIUM

MARKETS

Toronto

1,858

+19%

Singapore

2,462

+16%

WashingtonDC

3,338

+8%

SanFrancisco

2,086

+7%

EMERGING:NEWMARKETS

BuenosAires

568

+93%

KualaLumpur

677

+85%

Johannesburg

911

+73%

SPREADING:SECONDARYMETROS

BatonRouge

223

+135%

Boise

247

+115%

Tallahassee

258

+110%

SOURCE·TALENTNEURONTALENTDEMANDBENCHMARK,COREAISKILLSPROFILE(ML,SQLANDRELATED),ALLLOCATIONSANDEMPLOYERS.JUL27,2025–JUL26,2026,COMPAREDWITHTHEPRIORTWELVEMONTHS.

EIGHTSTRATEGICDECISIONS

Whatis

happeningintherealworld?

05·WHATISHAPPENINGINTHEREALWORLD?

17

AIinvestmentdoesnotproduceasingleworkforcestrategy.

Itproducesanarrayofchoices.

So,howdoesAIinvestmentshapethetalentstrategyofspecificbusinesses?Thisstudyspotlightsthestrategictalentresponseofsevenorganizationsfromacrossgeographiesandindustries,unitedbytheweighteach

placesonitsAIinvestment.Ithighlightsaseriesofchoices:ofsize,shape,location,andcapability,eachtiedtoitsownstrategicgoal,whetherincreasedinnovation,reducedcost,ororganizationalrestructure.Acrossthe

cohort,thosechoicesresolveintoeightplays.

Freezeorslowhiring.

Stopbackfillingopenroles,andletnaturalturnovershrinktheworkforceovertime.

Flattentheorg.

Removelayersofmanagementandraisetheratioofpeopledoingtheworktopeoplecoordinatingit.

Improveproductivity.

Holdtheworkforceatitscurrentsizewhileoutputrises,byredesigninghowworkgetsdone.

Acquireseniortalent.

Concentratehiringonexperienced

peoplewhocanleadcombinedhumanandAIteams.

Rebuildentry-levelfromscratch.

Redesignearly-careerrolessoworkingalongsideAIisthejobfromdayone.

Reviewlocationstrategy.

Seektalentinnewlocationsthatofferstrategicallyrelevantskillsorcost

arbitrage.

Doubledownoninnovation.

TreatAIasagrowthinvestmentthatopensnewcompetitivepathways.

Reskillanddevelop.

Retrainexistingstafffortheskillstheirevolvedrolesnowrequire.

Thesevenprofilesthatfollowidentifythestrategicplayeachcompanyismakingandthedatathathighlightstheimpactonorganizationalmakeup.

SEVENENTERPRISES,SEVENSTRATE6IES

Spotlights

06Citi

01Salesforce02Klarna03WellsFargo04Google05Microsoft

07BTGroup

06·SPOTLIGHTS

19

Sevenenterprises,sevenstrategies

Theorganizationsthatfollowaredrawnfromacrossgeographiesandindustries,unitedbythestrategicweighteachplacesonitsAIinvestment.Noneisrunningasingleplay,andnotwohavemadethesamesetof

choices.

Salesforce

ENTERPRISECRM/SAAS

DeployeditsownAIproductonitself,cut4,000supportroles.AIJOB4

IsnowreshapingengineeringfunctionsaroundAIskills.POSTINGS

Klarna

Ahiringfreezeplusattritionhalvedheadcount;AIinvestment−49%

FINTECH/PAYMENTS

COUNT,NOAI

REDUNDANCIES

thenmadethesmallerbusinessmoreprofitable.HEAD

WellsFargo

ReducedhiringforsomeroleswhilebuildinganAIteamacross54→1,275

BANKING&CAPITAL

AIDEMAND,90.1%

twocontinents.

MARKETS

AT8+YEARS

Google

RebuiltcapabilityaroundAIskills,withengineering+42%

TECHNOLOGY/CLOUD/AI

,ONFLAT

HEADCOUNT

orchestratingratherthanwritingcode.REVENUE

Microsoft

$80B

Divestinggaming,cuttingmanagementlayersand

ENTERPRISESOFTWARE/CLOUD

NFRASTRUCTURE30,000+CU

,

T

conventionalsales;rebuildingasanAIandCloudcompany.AII

Citi

+58.4%

Cuttingupto20,000roles.Reshapingtheworkforcewith

BANKING&FINANCIALSERVICES

DEMAND

62%

AAGR,

ENTRY

strategichiringandreskilling.L&D

BTGroup

TELECOMS/UKINFRASTRUCTURE

~10k

55,000CUTSLINKEDTOAI

AIisanaccelerantbuworkforcereduction.

OF

tnottheprimarycauseofastrategic

WHICHPLAYSTHE

COHORTREACHESFOR

4/7

3/72/71/7

Acquireseniortalent

ImproveproductivityReviewlocationstrategyRebuildentry-level

fromscratch

2/7

3/72/72/7

Freezeorslowhiring

DoubledownonFlattentheorgReskillanddevelop

innovation

20

D6·SPOTLIGHTS01/07

ENTERPRISECRN/SAAS

Salesforce

STRATEGY:

√Rebuildentry-levelfromscratch √Acquireseniortalent√Doubledownoninnovation

Salesforceisworkingtowardastatedgoal:supportinganewclassofbusiness,theAgenticEnterprise.ItdeployeditsownAlproduct,Agentforce,tocut4,000supportroles.Nowtheengineeringfunctionisbeingreshaped,astheorganizationpivotsentrylevelrolestowardAljobfamiliesandskills.

TheEntryLevel,Rebuilt

Salesforceentry-leveljobpostings(0-2years'experience)

4→946

Aljobfamilydemand,

threeyears

(+1,202.9%AAGR)

0.15%→63.9%

Al-to-engineeringdemandratio

-60%

Softwareengineeringdemandinoneyear

●SoftwareEngineer●AIJobFamily

1,000

(3,697→1,480)

800

828

600

536

400

9,000→

353

200

197

5,000

35'24-25

19'23-24

67

2

0

'25-26

'22-23

Customersupportorg(-44%)after

Agentforce

Whatthedatashows

Entrylevelrolesarebeingredesigned

aroundAl.

Entry-levelSWEpostingsfell76%inoneyear(828→197)whileentry-levelAlpostingsgrewfrom2to67.ThefirstrungofaSalesforcecareerstillexistsbuthasbeenrebuiltaroundAI.

Criticalfunctionsskewsenior.

Financegrewat+25.8%AAGRwhileseniorrolesrosefrom42%to60%andentry-levelfellfrom16%to10%.

JuniorsupportroleshavebeenabsorbedbyAgentforce.

Atthe2023-24peak,54%ofsupportpostingswereentry-level;by2025-26theentirefunctionposted13roles,sixofthemjunior.

Skillsandtitlesdescribeanagent-basedoperatingmodel.

AgenticAl+353%,PromptEngineering+366%;toptitlesForwardDeployedEngineerand

DeploymentStrategist.

I'vereduceditfrom9,000heads

toabout5,000,becauseIneedlessheads.Today,50%ofinteractionsarewithagents,50%arewith

humans.InengineeringthisyearatSalesforce,we'reseriously

debating—maybewearen'tgoingtohireanybody.

MARCBENIOFF,CE0-OGAN

BARTETTSHOW,SEPTEMBER

2025,ANDMASTERS0FSCALE,FEBRUARY2025

D6·SPOTLIGHTS

F工MTECH/PAYHEMTS

Klarna

02/07

STRATEGY:

√Freezeorslowhiring √Improveproductivity√Reviewlocationstrategy

Since2022,Klarna'sheadcounthaseffectivelyhalved.Whileaninitialhiringfreezeandattritionreducedtheworkforce,sizeableAlinvestmenthassincethenmadethesmallercompanymoreproductiveintermsof

revenueperemployee.

-49%

Headcount5,527→2,831,withzeroAl-drivenredundancies

$338K→$1.24M

Revenueper

employee(3.7×)

95%

OfSWEpostings

require8+years,upfrom60%

~700

Outsourced

contractoragents'

workdonebytheAlassistant

peremployee.NoAl-driven

$1243K

$822K

'24-25'25-26

Halfthepeople,threetimestheoutput

6,000

5,000

4,000

3,000

2,000

1,000

0

$466K$338K

'22-23'23-24

Klarnaheadcountandrevenuelayoffs

●Headcount(FTE)—Revenueperemployee

WhatthedatashowS

Headcountreductionthroughattrition.

After2022,Klarnarannofurtherredundancyprograms;slowerhiringplusattritiondidallthework,withcriticalengineeringrolesexempt.

Entrylevelrolesaresignificantlyimpacted.

19of20SWEpostingsareat8+years;entry-leveladminfellfrom59%ofpostingstozero;every

functionhasstoppedhiringjuniorroles.

Organizationrebuiltaroundatechnicalcore.

Muchofthereshapedorganizationisengineeringanddatascience,concentratedinrisk,fraud,andmodelwork.R&Distheonlyfunctiongrowinginthelastyear.

Initialrolloutreversed.

EarlyeffortstopivotsupportfunctionsentirelytoAlwerereportedlyreversed.Humancustomerservicecapacityhasreturnedunderablendedmodel

incorporatingoutsourcedsupportteams.

Thefocusonoperational

efficiency—thatwesaidintheseAltimeswillbeso

important—hasledusto

about108%revenuegrowthwhilekeepingOpExflat.

SEBASTIANSIEMIATKOWSKI,CE0Q3EARNINGSCALL,2025

24

D6·SPOTLIGHTS03/07

BANK工MG&CAPITALMARKETS

STRATEGY:

√Acquireseniortalent√Reviewlocationstrategy√Improveproductivity

WellsFargo

WellsFargoisslowinghiringinadminandclericalroles,whilebuildingaseniorAlteamacrosstwocontinentswithafocusonincreasingproductivityandoutput.

-33,000

Totalheadcount238,000→205,000overthreeyears

12,024→2,632

Entry-leveladminpostingdecline

52/48

Alhiringsplit,

US(662)vsIndia(609),sametitles,at20-35%ofUScost

54→1,275

Aldemand

(+421.4%AAGR),90.1%requiring8+years

Sudden,andSenior:WellsFargoAljobfamilypostings

split52/48betweentheUS(662)andIndia(609)at

2025-26:90.1%ofpostingsrequire8+years'experience,

matchedtitlesandseniority

1,400

1,2001,275

1,000

800

600

400

5422

'22-23'23-24'24-25'25-26

200162

0

SOURCE·TALENTNEURONLABORMARKETDATA

WhatthedatashowS

DevelopingaseniorAlleadershipgroup.

90.1%ofAlpostingstarget8+yearsofexperience,withafocusongovernance,risk,andarchitecture.

Demandforjuniorrolesisfalling.

Adminandclericaldemandfellfrom16,539to

8,977postings;marketingcontractedat-38%

AAGR.

Engineeringoutputgrowsonflatheadcount.

Altoolsdeliver30-35%codingproductivitygains,"doingmorewiththesameteam."

WELLSFARGO

GenAltoolswithinourengineeringworkforcewere30%to35%moreefficientintermsofwritingcode

today.We'venotreducedthe

numberofpeoplewehavecodingtoday,butwe'regettingalotmoredone...Other[bank]chiefsare

afraidtosayit.

CHARIESCHARF,CE0-

GOLDMANSACHSFINANCIALSERVICESCONFERENCE,

DECEMBER2025

26

D6·SPOTLIGHTSD4/07

TECHMOL06Y/CLOUD/AI

STRATEGY:

Google

√Doubledownoninnovation√Improveproductivity√Acquireseniortalent

Google'sAlstoryisnotalayoffstory,despitetheheadlines.SincetheJanuary2023cuts(~12,000roles,

$2.1Binseverance),GooglehasbeenrebuildingkeycapabilitiesaroundAlskillsandAl-drivenprocesses.

+42%

Revenue$282.8B→$402.8B;

headcount190,234→190,820+0.3%

0→930

ForwardDeployedEngineerpostingsintwoyears

25%→75%

Al-generated

shareofnewcode,in~18months

+17,400%

Fastest-growingskill:AgenticAl

Googlereportsthat75%ofnewcodeisnowmachine-generated.Revenueisup42%ongrowingheadcount.

GrowingandRebuilding

GoogleRevenueandHeadcount,Indexedto2022-23=100

150

75%ofnewcodewaSA-generoted

byApr2026,

pfrom25%

Bighteenmorhs

Borfer

140

130

120

110

100

90

'22-23'23-24'24-25'25-26

WhatthedatashowS

Salesisscalingsenior.

Demandgrewfrom1,280to13,222postings,80%at8+years:experiencedenterprisesellersfortheCloudandAlpush.

Thedemanddatadescribesarebuild.

SoftwareEngineerpostingsgrewfrom4,563to

50,364(+131.3%AAGR)againstflatnetheadcount:

churnandupgraderatherthanexpansion,with

74%ofdemandseniorandoneinfiveAlengineershiredin2025areturningGoogler.

DemandforForwardDeployedEngineers

930postingsforFDEs:embeddedbuilderswhoshipagenticAlinsidecustomerenvironments.Al

deploymentisnotplug-and-play.

Googlebuildingnewjuniorpathways.

FDEhiringis13.4%entry-level,andentry-levelSWEgrewinabsoluteterms(475→8,421)evenasseniorweightingrises.

Google

InthisAlmoment,Ithinkwehavetoaccomplishmorebytakingadvantageofthis

transitiontodrivehigherproductivity.

SUNDARPICHAI,CE0-

INTERNALCOMPANY-WIDECOMMUNICATION(ASREPORTEDBYCNBC),JULY2025

28

D6·SPOTLIGHTS05/07

TECHMOL0GY/EMTERPRISESOFTTARE/CLOUD

STRATEGY:

√Flattentheorg. √Reskillanddevelop√Doubledownoninnovation

Microsoft

30,000+

Rolescutsince

2023,plusbuyoutsextendedto7%ofstaff

143→2,991

Aljobdemand

(+190.3%AAGR),

theonlyfunction

growingthrough

everyroundofcuts

-56%

Salesdemandina

singleyear(10,817

→4,769)

Microsoft's30,000+cutsincludedlayersofmanagement,removedtoincrease"spanofcontrol."Additionally,its$80BAlinfrastructurecommitmentdemonstratealarge-scalepivot;divestingfromgaming,andrebuildingasanAlandCloudcompany.

ReshapingSales,InvestinginAlTalent

Alwastheonlyjobfamilytogrowthrougheverycutinthelast4years.

●Sales/BusinessDevelopment●AIJobFamily

12,000

10,000

8,000

6,000

4,000

2,000

'22-23'23-24'24-25'25-26

SOURCE·TALENTNEURONLABORMARKETDATA

WhatthedatashowS

Salesroleswerereplaced,noteliminated.

Algeneratedcodeincreasinglyimportant

Thenewtitles(AIBusinessProcessSolution

AccordingtoMicrosoftCEOSatyaNadella,

Specialists,AccountTechnologyStrategists)

roughly30%ofthecompany'scodeisAl-

requireAzure,Al,andsecuritycredentials,with

generated.

certificationslikeCISSP.

AjuniorAlpathwayisopeningasjunior

Rebuildingaroundinnovation

engineeringnarrows.

Entry-levelAlpostingsgrewfrom75to320whileentry-levelSWEfellfrom1,754to1,525.

R&Dgrew+105.4%AAGRwithseniorsharerisingfrom41%to60%;thefunctionsalignedwithAlandCloudareprotectedandgrowing,andeverythingelseiscontracting.

Microsoft

Wecontinuetoimplementorganisationalchanges

necessarytobestpositionthecompanyforsuccessinadynamicmarketplace—

reducingmanageriallayersandmakingemployees

moreproductivewith

newtechnologies.

MICROS0FTSPOKESPERSON-JULY2025

30

D6·SPOTLIGHTS06/07

SERVICES

BANK工MG&FIMAMCIA

STRATEGY:√Reskillanddevelop

√Flattentheorg.√Acquireseniortalent

Citi

20,000

Rolescutby2026;

10,000+already

restructuringin

charges

gone;$780M

$85B

2025revenue,

highestsince2010;

stock+67%,best

amongmajorUSbanks

+58.4%

L&DdemandAAGRand62%entry-

level,unmatchedbyanypeer

-52%

Entry-level