How AI is changing work for the next generation

Learning to work confidently and creatively alongside AI is becoming as important as mastering the technical fundamentals. Employers, meanwhile, are now coming to terms with how AI is altering the next generation’s place within their companies. 

Nearly nine in ten businesses (87%) expect AI adoption to alter new entrants’ roles, according to a report by the Institute of Student Employers, with 58% anticipating modest changes to tasks and responsibilities, while 29% expect more significant shifts.

It’s not just new entrants to the profession that can expect the way they work to change but more senior people too. Which is why the latest RICS Surveying Skills Report identifies the need to “continually upskill and support established professionals in the sector”. In tackling the skills shortage, nearly half of respondents (48%) identified ‘data analytics, digital tools and advanced technologies’ their top priority.

“There are job titles that didn’t even exist three years ago, such as head of AI and data,” says Martin Paver, founder of management consultancy and training company Projecting Success.

The biggest benefit of AI technology, he says, is reimagining the way people at all levels of the business work: “Once we start to do that, we can unlock a huge amount of opportunity and improved project delivery.”

But leadership is key. Firms with an AI-first strategy “will fly” says Paver, particularly if using their apprentices in groups, not singularly, where they can discuss issues and ideas, to “unlock capabilities within the business”.

He adds: “We should be encouraging experimentation. Don’t ignore AI, because it’s going to get bigger.”

Amouzadeh: “During my master’s at Henley Business School, AI was mainly used to summarise information. 

“While we’ve only started on the AI journey, the biggest learning curve is the need to apply professional judgement and recognising any client concerns around confidentiality. AI is about time efficiency, but any analysis should be supervised by humans. 

“I have learned a great deal from my peers. Their commercial awareness and experience have shown me how to involve people throughout the process, and their feedback and different perspectives have deepened my understanding. This has been an important part of my development within the company and will continue to grow as we make greater use of AI.”

Aspinall: "The RICS professional standard on responsible use of AI gives us useful, relevant guidance as we introduce AI in a controlled way.

“Working with Andisheh has shown me that using AI is not about age or generation. It requires openness, a willingness to adopt new technology and the right training.

“Mentoring has reinforced the need to keep people at the centre and maintain human oversight. This is particularly important for younger surveyors: if you are less experienced and learning from AI, how can you judge whether its guidance is accurate? That judgement comes from learning with your peers.”

Aziz: “When I studied at Cranfield University (graduating last year), AI was used informally and experimentally because it was still in its early stages. This contrasts sharply with Turner & Townsend’s corporate environment, where AI is applied in a more structured, disciplined and accountable way, with clear guidance on responsible use and ownership.

“As a fresh graduate it’s daunting, so it was good to have the right support to take me through. A key learning from the past two years is to collaborate as often as possible because it’s not what you build alone, but what you build together that makes a difference. People will always be forefront and the centre of it all – AI is an amplifier or an enabler not a replacer.”

Ortega: “Adil keeps me sharp. I am digitally adept, but some of the things he shows me still make me wonder how they work. His ambition and broad use of the latest tools have taught me a great deal about constantly evolving technology. 

“The new generations are native to AI. They use it in very different ways and challenge the way you think.”

Hoare: “While studying at the University of Exeter and now part‑time at the University of the Built Environment, I’ve seen first-hand how AI is positively reshaping the property industry by taking away many repetitive tasks that have traditionally sat with graduates.

“But technology should support learning, not replace it. I still need to understand how valuation reports are built, why different inputs matter, and how firms like Colliers harness technology’s potential. 

“I don’t know how AI will impact my future career, but I expect it will help surveyors spend less time on routine tasks and more time focusing on analysis, client advice and decision-making. However, understanding the data behind AI-generated outputs and applying professional judgement will remain essential.”

Gardner: “The older generation approach AI as an evolution in our ways of working, but for the younger generation it is increasingly an expectation rather than an adjustment. AI is much more embedded in their everyday lives, and they’re arriving in our organisation with a level of AI literacy we haven’t seen before.

“As a mentor I know the most valuable learning is often happening in both directions, teaching each other as the technology continues to evolve.”

Latif: “My desire to improve my AI skills started six years ago when working on Crossrail 2. I was helping with the business case and all the programme controls, and although we were quite digitally enabled, it was still very slow. I wanted to understand how we could do things more intelligently and better connect programme costs.

“When I joined WSP in 2022, we were talking more about data analytics. Towards the end of that year, ChatGPT emerged and suddenly many of the ideas I’d been exploring became possible. Where AI is adding value is helping us think through tasks, acting as a thought partner and getting to a first draft more quickly from technical documentation. 

“I’ve been proud to call myself an apprentice at 49 – it challenges preconceived ideas about who should be doing what.”

Bradley: “When Nermeen asked whether we would support her in an AI apprenticeship, it was a no-brainer. Why wouldn’t we?

“This is about personal development for our people but also maintaining a competitive advantage; if we don’t develop these skills, our competitors will. I’ve always been passionate about helping people grow personally and professionally. It’s important for individual careers, but it’s also how we ensure we remain at the top of our game as a business.

“I’m also a strong believer in reverse mentoring. It’s been hugely beneficial to my own personal and professional development, giving me fresh perspectives and helping me see things through a different lens.”