The Jobs We're Hiring for Today Might Not Exist Tomorrow. But New Ones Will.

n our latest webinar, Haris Ikram sat down with Maggie Ruvoldt, COO & Senior Partner at ChangeBridge People Solutions, to discuss what this means for HR leaders building their 2027 plans.

Start with the work, not the tool

One of the biggest themes was that companies are under pressure to show they’re “doing AI,” but adding more tools doesn’t automatically create better outcomes. The better question is: What are we actually trying to accomplish? Leaders should first understand the work, then decide where AI can genuinely make it better.

Jobs aren’t just disappearing. They’re changing shape.

AI is already taking over parts of roles, especially repetitive and analytical tasks. That doesn’t always mean the role disappears. In many cases, it means people can spend more time on judgment, problem-solving, relationships, and higher-value work. At the same time, new roles around AI governance, security, and agent oversight are starting to emerge.

Job architecture is struggling to keep up

Traditional job architecture is built around historical data, fixed tasks, and relatively stable roles. That becomes a problem when the work is changing every few months. Companies may need to start thinking less about static titles and more about skills, outcomes, and the actual work the business needs done.

Total Rewards has to evolve too

If someone’s role absorbs significantly more valuable or AI-related work, should that role still sit in the same level and pay band? That’s going to become a much bigger question for compensation teams. As roles change faster, compensation, leveling, and job architecture need to move with them.

Careers may become less linear

Another interesting takeaway: traditional career ladders may matter less. Instead of only thinking about the next title, employees should focus on the skills they’re building, the problems they can solve, and the impact they can create.

Final Takeaway

One of Maggie’s simplest points was also one of the strongest: If you haven’t looked at your job architecture in the past year, it’s probably already out of date.

As companies build their 2027 workforce plans, the better question may not be:

“What roles do we need to hire?”

It may be:

“What work needs to get done, and what should that work actually look like now?”

The companies that get ahead won’t be the ones that perfectly predict the future.

They’ll be the ones that build enough flexibility to adapt as the work changes.

‍

Watch the webinar here