AI may change how we work, but people shape how we get there

THE pace of change at work today is dizzying. Yet when it comes to the decisions that matter most, people still turn to people for advice.

Our latest LinkedIn research, which surveyed 19,268 professionals across 14 countries – Australia, Brazil, France, Germany, India, Italy, Netherlands, Saudi Arabia, Singapore, Spain, Sweden, the United Arab Emirates, the UK, and the US – confirms this. 

While 45 per cent of Singapore respondents already use artificial intelligence (AI) regularly for simple tasks such as writing emails, summarising meetings or searching faster, only 30 per cent say they rely on AI for important career decisions. The majority, especially younger professionals, still turn to their managers, mentors and peers.

That doesn’t surprise me. When my daughter graduated last year, she approached the job market with curiosity and caution. She embraced tools that helped her move faster, but leaned on people she trusted to make decisions. For her, technology was a support system. People gave her confidence and direction.

That distinction is important for leaders to recognise, especially those guiding teams through rapid transformation.

The frontline of mentorship is shifting

Middle managers sit at a critical crossroads. They’re the ones bringing AI tools into team workflows. At the same time, they’re fielding questions from employees navigating career pivots, skill gaps, and job market uncertainty.

Younger professionals may be confident with technology, but that doesn’t mean they know how to chart their careers. What they need isn’t more tools. It’s clearer guidance. And that’s where managers make the biggest difference.

Across the Asia-Pacific, 84 per cent of young professionals aged 18 to 24 and 77 per cent of those aged 25 to 34 say there is no substitute for trusted human insight at work. They’re not looking for perfect answers. They want sounding boards – people who help them connect the dots between new technology, evolving skills, and long-term goals.

To meet this need, managers must evolve beyond task management. They need to be career coaches. This shift will require companies to invest in the very skills AI can’t replicate: communication, empathy and judgement. These are the capabilities that turn uncertainty into opportunity.

Leaders must create clarity amid the noise

The speed at which AI is reshaping work can leave employees disoriented. Many are wondering: How will my role change? Where do I fit in? These are not questions a product FAQ sheet can answer.

This is where senior leadership needs to step in. Our role is to provide clarity: explain how AI fits into the business strategy and how people bring that strategy to life. Employees want to know what lies ahead, and how their contributions matter.

We also need to share how we use AI ourselves. When leaders explain where the tools add value, where they fall short, and when we still rely on human judgement, it builds trust and shows that we are learning too.

Most importantly, we must model transparency. At LinkedIn, we have seen that when employees feel safe to share their fears or frustrations, they become more open to learning. That’s the kind of environment that unlocks growth.

Mentorship at scale is possible

When people feel seen, they grow. But in large organisations, not everyone has access to great mentorship. One way to close this gap is through structured peer learning – connecting early-career professionals with those who have walked the road before them.

These relationships work both ways. Junior employees bring digital fluency and fresh perspective. Seasoned professionals offer context, experience and judgement. I’ve seen the impact of this firsthand, from grassroots mentoring circles to more formal ones such as the EmpowerIn programme at LinkedIn.

Let’s not miss the real opportunity

It’s easy to get caught up in the headlines about AI changing work. I believe the future of work is powered by technology, but led by people. In a world where tasks are automated, human insight becomes the true differentiator. The writer is managing director at LinkedIn Apac