Over the past few months, I’ve had several conversations with candidates at a range of levels who have raised concerns about how AI is impacting their current workload and working life. When someone leaves, they’re not always being replaced. Instead, teams are being told to “see what can be automated” or to explore what AI might take on before a new hire is approved. On paper that sounds efficient, and we should embrace AI (it’s not going anywhere), but I haven’t seen many people talk about the impact this could have on DE&I.  

Entry-level opportunities will be the first to be impacted and we’ve already seen this taking place. And because diversity often needs to be addressed as a grassroots issue, we rely heavily on these roles to help shape a workforce that reflects the communities we work in and speak to. These roles are the gateway into the industry. When they vanish, it disproportionately affects candidates from underrepresented and lower socio-economic backgrounds. Replacing or automating that work might make commercial sense in the short term, but it risks deepening the equity gap. Without consistent investment in early-career pathways, we’re not just losing diversity- we’re losing future leaders who bring new thinking, broader perspectives, and a more authentic connection to clients and audiences.

In London’s communications and public affairs agencies, AI is already being used to automate research, reporting and even content creation. That’s a good thing in many ways, as it can make work more efficient and free people up to focus on higher-value tasks. But when AI becomes the default answer to cost-cutting, we risk sidelining the very people who make agencies thrive. Entry-level staff are no longer doing the traditional “gruntwork,” which means we need to be more deliberate about what they do learn and how. Mentorship and progression pathways matter more than ever. As one senior agency lead put it recently, the danger isn’t that AI takes junior jobs - it’s that without the right support, juniors won’t develop the strategic thinking and soft skills they need to become tomorrow’s Directors.

With fewer entry-level hires coming through, the natural progression of teams begins to stall. When agencies flatten structures and lean more heavily on AI, they’re also creating fewer mid and senior roles over time, simply because there are fewer people moving up the ranks. This creates a shrinking pipeline that doesn’t just affect diversity, but it also undermines long-term leadership development altogether. Let’s not forget that the PR industry still struggles with representation at the top. Nearly 90% of PR directors in the UK are white, and most leadership teams are still dominated by similar backgrounds. Without a consistent flow of junior talent coming in, and being supported to grow, how can we guarantee the change that’s needed?

We’re at risk of making short-term decisions that will have long-term consequences. Agencies that navigate this well will be the ones that use AI as an enabler, not a substitute: supporting their teams, investing in a range of talent, and protecting the relationships and culture that sit at the heart of their business. Because when we start replacing people instead of supporting them, we don’t just lose headcount. We also lose creativity, culture, and connection – all the factors that make agencies one of the best places to learn and work!