Artificial intelligence is changing the workplace, and employers are rethinking the skills they need from new hires. But are they asking for the right ones?
Candidates are already working to build their AI skills, often on their own. According to a September 2026 report from iCIMS, 47% of surveyed U.S. job seekers had worked on their AI skills in the previous six months, up from 41% a year earlier. The share teaching themselves AI increased from 22% to 30%, while employer-provided training remained relatively flat.
Candidates are preparing for a changing workplace. Employers need to keep pace, starting with a better understanding of what AI proficiency actually means for each role.
Using ChatGPT to draft emails is one thing. Applying AI to analyze complex data or improve manufacturing processes is another. Not every position requires the same level of technical expertise, and treating AI as a universal qualification can cause employers to overlook strong candidates.
Instead of adding AI experience to every job description, employers should ask a simpler question: What skills does this person actually need to do the job well?
Healthcare offers a useful example. As organizations explore AI-assisted documentation and administrative automation, some roles are changing. iCIMS identified healthcare as the industry with the largest share of newly emerging AI-related skill requirements among the sectors studied in its September 2026 report.
But technology skills cannot replace clinical expertise. Patient care still depends on professional judgment, communication, and specialized knowledge. Some positions may require experience with specific AI tools, while others may benefit more from candidates who are comfortable learning new technology.
Manufacturing faces a similar challenge. As companies adopt automation and AI-enabled processes, they need employees who can combine industry knowledge with evolving technical skills. A candidate with years of production experience, strong problem-solving abilities, and a willingness to learn may be a better fit than someone with AI experience but little understanding of the work itself.
For recruiters, this is where skills-based hiring becomes important. Rather than relying on rigid requirements or a checklist of credentials, employers should distinguish between skills candidates need on day one, those they can learn on the job, and those that may become important as the role evolves.
This approach helps employers avoid unnecessarily restrictive job descriptions while keeping essential qualifications in place. It also opens the door to candidates with transferable skills who might otherwise be overlooked.
Hiring is only part of the equation. Employers also need to consider how they present themselves to candidates.
The iCIMS research found that 42% of surveyed job seekers would find a company offering AI training more attractive than a similar employer that did not. That creates an opportunity for organizations to stand out by demonstrating how they invest in employee development.
Simply claiming to be innovative is not enough. Candidates want to know what tools they will use, what training is available, and how their roles might evolve. Recruitment marketing can help communicate those benefits before a candidate ever applies.
A healthcare organization, for example, could highlight how it prepares employees to work with new clinical technologies. A manufacturer could showcase opportunities to develop digital skills alongside hands-on technical experience. Both messages give candidates a clearer picture of what they can gain by joining the organization.
Recruiters should also rethink how they evaluate AI skills during interviews. Asking candidates whether they use AI only tells you so much. Asking how they have used technology to solve a problem or improve a process provides a more useful starting point.
The goal is not to hire the candidate who uses the most AI. It is to find someone who can use the right tools effectively, exercise good judgment, and meet the demands of the role.
As AI continues to change the workplace, employers have an opportunity to make their recruiting strategies more effective. That means writing clearer job descriptions, recognizing transferable skills, and communicating opportunities for growth.
The fundamentals of hiring have not changed. Organizations still need to understand the work, identify qualified candidates, and explain why an opportunity is worth pursuing. The challenge is knowing which skills matter now, which can be taught, and which will become more important in the future.
Employers who get that balance right will be better positioned to attract talent and prepare their workforces for what comes next.