ARTIFICIAL intelligence (AI) is beginning to reshape hiring and workplace performance standards, with employers likely to place greater value on judgement, accountability and decision-making than output alone as businesses automate more routine tasks.

Executives say some roles could be eliminated or hiring slowed as companies increasingly use artificial intelligence to improve productivity and reduce the need for routine, repetitive work.

Speaking at a conference hosted by Transcend AI Consulting at AC Hotel Kingston on Thursday, strategy, finance and transformation executive Joanita Ricketts said the rise of AI presents “a new era of opportunity” but also raises questions about who will thrive and who may be left behind.

“AI is here, and we should all be ready to embrace it,” she said.

Ricketts said while many individuals currently use AI tools mainly for search purposes, the technology’s capabilities extend far beyond that, with access to large models capable of generating insights on companies, individuals and broader datasets.

She said such tools have the potential to significantly improve productivity, and pointed to JPMorgan Chase as an example of a company leveraging AI to analyse client data and improve business performance.

However, despite the rapid advancement of AI she maintained that human value remains critical, particularly in areas of accountability, judgement and decision-making.

“Reward people for outcomes instead of output, and reward people for accountability versus activity,” she explained.

Ricketts said organisations may begin to shift how they assess performance, placing greater emphasis on judgment, what matters, what is credible, and what actions should be taken, rather than simply measuring volume of work. In other words, companies will no longer judge employees mainly by how much work they produce (output), such as the number of reports, emails, or tasks completed. Instead, they’ll focus on what that work actually achieves (outcomes) — the results, value, and decisions that move the business forward. While some roles may be replaced or reduced, she stressed the importance of reskilling and adapting to remain relevant in a changing work environment.

“[The] same qualities that are strong for good employees or high-value employees don’t change because of AI,” Ricketts emphasised.

She added that high-value employees will continue to be those who demonstrate initiative, sound judgement, the ability to make decisions under uncertainty, and strong communication skills — traits which she said cannot be replaced by AI. Encouraging professionals to take ownership of their development, Ricketts pointed to her own experience, noting that she pursued advanced studies in AI to stay aligned with evolving business needs. Job seekers were urged to rethink how they approach their value in an AI-driven workplace, encouraging a shift away from focusing on job titles to identifying and developing core skills. She said professionals should focus on the skills that are uniquely theirs, as well as those they need to build, noting that such capabilities are transferable across roles, even as the nature of work evolves. While acknowledging that some roles will be eliminated and companies may reduce hiring, she emphasised that the focus should be on the skill set individuals bring to the table and on how they adapt to remain relevant in a changing environment. The conference brought together corporate stakeholders, business owners, and government representatives, offering live demonstrations of tools such as Google Gemini and Microsoft Copilot, as well as a workshop on
Salesforce Agent Builder, which allows users to build AI-powered agents without requiring developer expertise.

Transcend AI Consulting hosts its AI and the Future of Work conference at AC Hotel Kingston on April 23, 2026, which offers live demonstrations of tools such as Google Gemini and Microsoft Copilot, as well as a workshop on Salesforce Agent Builder which allows users to build AI-powered agents without requiring developer expertise. 

RICKETTS… reward people for outcomes instead of output, and reward people for accountability versus activity.