The arrival of this new technology is reshaping not only skills and roles, but also candidates’ expectations; how an operational tool became a central part of the value proposition in the competition to attract top talent
The digital-work economy has moved from an emerging trend to the new landscape where most of our professional activity takes place. In this environment, the skills that once defined performance are changing at high speed.
The rise of new technologies—led by artificial intelligence—is redefining not only work, but how work gets done. Tasks are automated, processes accelerate, and roles are reshaped, with implications for the entire labor market.
At its annual Dreamfest 2025 event, Natalie Scardino, President & Chief People Officer at Salesforce, clearly described the radical way AI is changing the job market—more specifically, job search and hiring: “People will increasingly want to know what AI tools they’ll have access to before deciding on a job offer. Gradually, it will become another employee benefit to evaluate,” she said.
Leading companies are beginning to offer AI as part of the employee package: not only as an operational tool, but as a benefit that speeds up work, improves the employee experience, and serves as a lever to attract and retain talent. Along these lines, LinkedIn’s Workplace Learning Report 2024 states that employees “want AI skills,” and that more innovative companies are betting heavily on upskilling (hundreds of thousands of people trained in AI) as a core element of their talent strategy. This turns the technology environment into a tangible component of the employer value proposition: providing access to AI tools + real training is now a recruitable differentiator.
For professionals, access to these technologies opens a unique opportunity for growth. It helps them stay relevant, build new skills, and gain the AI literacy that will make a difference in this new world of work. “For all these reasons, companies that don’t offer environments with AI tools, continuous training, and a culture oriented toward innovation will be at a disadvantage in the competition for talent. Today, the most promising profiles look for organizations where people and technology work in an integrated way and strengthen each other,” notes Martín Tommasi, Employee Success Business Partner Director at Salesforce.
In fact, just as a decade ago companies competed to offer tangible benefits (remote work, gym memberships, premium healthcare, or extra time off), today AI could become a new differentiator within job offers.
“The technological infrastructure and the AI ecosystem a company provides are starting to become part of its employee value proposition,” says Alejandro Servide, Director of Professional, Digital & Enterprise at Randstad for Argentina and Chile.
According to Servide, 48% of Argentine workers consider it important to receive AI training. “It’s a relevant data point so companies can work with these expectations from potential candidates and integrate AI training as part of a credible and sustainable ‘digital benefit’.”
If we consider a scenario where candidate scarcity is the norm and the battle is to attract the best, we can speak of a new aspirational benefit: “The benefit of learning and developing professionally while working directly with cutting-edge technologies,” Randstad adds.
At the top of demand
Natalia Terlizzi, CEO of Hucap, argues that it is younger, digital-native profiles who evaluate, ask, and investigate in every hiring process what technology and AI tools the organization uses—but above all, “what the employer’s stance is and what level of interest they have in these topics.”
Terlizzi adds that, for this generation, the company’s degree of technological updating directly affects their future employability. Specifically, these young candidates associate technologically advanced environments with cultures where repetitive tasks are automated. “That way, they can focus on strategic, higher value-added activities—something they strongly value,” she explains.
From her experience and contact with candidates—especially in technology roles—Yanina Bustos, Chief Human Resources Officer at N5, confirms that job searches among young talent/Gen Z focus on working while learning and improving employability. “They want to be part of environments where ‘productivity and efficiency are synonymous with automation and the reduction of operational tasks,’ and to have access to cutting-edge technology so that each person works with the same tools as leading global companies, regardless of where they are geographically.”
Meanwhile, Miriam Frias, Chief People & Culture Officer at Shifta, not only believes this concern has been on the table for some time, but goes further: many people choose projects where they can explore the universe of artificial intelligence. “We expect talent to come with that curiosity in their backpack and that question ready to ask. Today, almost all of us use AI in a specific, occasional way, but there’s a smaller group that manages to integrate it at scale, redesigning entire workflows. We see that as part of the mindset with which we design projects. It’s something we look for and value in selection processes. It’s not just about knowing—it’s about wanting to learn and experiment with AI from day one.”
The cultural challenge
A recent survey conducted by Randstad Argentina reveals that only 5% of companies are providing training on how to use AI, and that workers are the ones self-training. This reflects a major challenge for companies.
Tommasi believes that access to AI tools, ongoing training, and the chance to experiment with them have become “key factors for those who want to grow and stay relevant.” At Salesforce, they have platforms such as Trailhead, an open ecosystem of free training in digital skills, artificial intelligence, and soft skills. “This approach not only enables people to acquire new capabilities, but it also broadens the scope of work, boosts careers, and opens new opportunities for talent,” he notes.
For Bustos, integrating AI properly into the work environment means more than adding an aspirational “benefit”—it means “living and experiencing the world of work in future mode.” “A work environment where this ecosystem is possible combines autonomy, continuous learning, and trust. It becomes real by providing ongoing learning in generative AI and other technologies, promoting spaces for experimentation to launch ideas without bureaucracy, and agile teams to iterate faster and scale in short cycles.”
In the same vein, Frias believes we must stop thinking of “digital benefits” as items added at the end of a list. “If there isn’t a real change in the way work is done, any promise falls short. You need genuine access to tools and models, and spaces to test without fear. It’s not enough to buy a license and do two training sessions. There has to be strategy, processes, and a culture that sustains that transformation over time.”
Industry voices agree that the real benefit doesn’t come only from having AI tools or training, but from offering candidates the chance to work in an environment where they learn to think with these tools. “In those environments, you evolve, add new capabilities, and come out better prepared for what’s next. That’s what makes the difference,” Shifta emphasizes.
However, this shift also creates a challenge for companies and, especially, for leaders. Terlizzi believes this paradigm change doesn’t always happen naturally: adopting AI, rethinking ways of working, learning new tools, and leading teams in this new context requires adaptation, training, and a mindset shift. “Organizations are moving through this process at different speeds, and leaders are also learning how to support, motivate, and manage talent in a reality that is completely new for everyone,” she highlights.
That is why preparing leaders will be key so that technology doesn’t remain just an inspiring speech or a simple implementation of a tool, a system, or an intelligent agent. “The real difference shows when technology becomes a tangible enabler of development, efficiency, and innovation within the organization,” the executive adds.
Ultimately, including AI as part of an organization’s value proposition doesn’t just add a tool—it also “forces us to focus on a ‘future-centric’ culture that means looking beyond the present,” Bustos underscores, with a view centered on three points: a strategic vision of how work evolves, continuous reskilling as an investment, and adaptability and learning as a cultural requirement.
