One possible conclusion from these findings is “that the advantage that someone had from tenure in terms of their performance has now diminished because a youngster with ChatGPT can perform as well as somebody who’s had a few years’ experience,” said Azeem Azhar, chairman of Exponential View, a research group. If the research plays out in broader practice, that could potentially lead some companies to invest more in junior staff members, while going lighter on more expensive workers who have been around longer.
Some companies are already starting to make staffing decisions based on the anticipated impact of A.I. tools. IBM recently said it was slowing or stopping hiring for some back-office roles, such as human-resources functions, that could be replaced by A.I. over the next several years.
The speed and productivity gains from A.I. will raise customer expectations, said Bivek Sharma, the chief technology officer for PwC Global Tax and Legal Services. “It’s then about making sure we can re-skill the work force quickly enough and A.I.-enable them quickly enough to meet the obvious demand that’s going to come on the back of it,” he said.
PwC is working with Harvey, an A.I. start-up creating tools for lawyers, to roll out a chat A.I. tool to its entire legal advisory practice over the next few months. It plans to extend such technology to its tax and human resources experts as well.
Beyond quickly providing staff members with answers that draw on the firm’s expertise, PwC’s goal is to generate new insights, including eventually by analyzing its clients’ data as well, Mr. Sharma said. The A.I. could potentially be fed all of the contracts of two companies contemplating a merger, for example, and allow PwC experts to query for specific types of provisions and risks.