\u201cAs organizations move quickly to scale AI agents, we\u2019re seeing a generational shift in how work gets done,\u201d said Stephanie Terrill, Canadian managing partner of digital and transformation at KPMG Canada, in a press release. \u201cBusiness leaders are starting to design roles, teams and workflows on the assumption that humans and agents will work together, with agents taking on work such as research and coordination, and people focusing on judgement, decision-making and accountability.\u201d\n<\/p>\n
Read: Editorial: Looking at the good, bad and ugly of artificial intelligence<\/a>\n<\/p>\n \u201cThis change has implications for everything from operating models to governance and risk management, as well as commercial and workforce planning considerations. The organizations making progress are the ones treating agents as more than productivity tools and actively reshaping how work is structured.\u201d\n<\/p>\n The survey also found nearly six in 10 (59 per cent) Canadian business leaders said AI agents have already changed the way their organizations hire entry-level workers, while 63 per cent reported the same about experienced talent.\n<\/p>\n In addition, respondents said they\u2019re expecting AI agents will have an impact on the employee evaluation process, including having AI collaboration competencies built into performance reviews and role requirements (39 per cent), more emphasis on human capabilities (i.e., critical thinking, contextual awareness, etc.) over tasks now handled by AI (39 per cent) and redefined promotion criteria that prioritizes AI literacy and effective agent delegation (36 per cent).\n<\/p>\n With more than half (52 per cent) of respondents saying they expect AI to match human-level reasoning in the next three to five years, organizations are increasingly emphasizing creative thinking (46 per cent), problem-solving skills (44 per cent) and adaptability (43 per cent) when hiring entry-level talent.\n<\/p>\n