Boston, MA — On June 23, 2026, Nickle LaMoreaux, IBM’s chief human resource officer, announced a new initiative at Charter’s Leading With AI Summit. Wow that’s a great initiative to recruit entry-level talent, especially with the drumbeat that AI is coming for these jobs. LaMoreaux’s comment is a testament to IBM’s acknowledgment of the rapidly changing workforce driven by the power of AI technologies.
That said, the fact that these discussions focused on the future of work, as AI is increasingly accelerating, is testament to how critical these discussions are. She said hiring biases can be exacerbated by AI. He noted that while we often test AI on taking over low-education, low-wage jobs — that’s not what IBM is doing here. “And yes, it’s for all these jobs that we’re being told AI can do,” she stated, emphasizing that not all companies are scaling back on hiring for these roles.
As 2026 unfolds, many experts believe this year could be pivotal in determining how AI reshapes the hiring landscape. AI is already quickly embedding itself in all sectors. This development has raised national alarms about potentially displacing millions of jobs, particularly the entry-level kind. IBM’s initiative is moving in the right direction, showing a strong commitment that, despite technological changes, one must invest in human talent.
Nickle LaMoreaux’s pledge at the summit is a smart public relations move, positioning IBM as a company that’s proactively considering the implications of AI on employment. IBM even announced a commitment to reverse engineer their entry-level hiring. This enforcement strategy is intended to push back on some of the worst trends developing within the industry. This program is an example of a larger approach. Specifically, it aims to fold AI into the government as a productivity-boosting tool, rather than thread it through to supplant human workers.
Despite major technological innovations, many nonprofits and foundations aren’t ready—or willing—to grow their workforce. IBM’s exuberance seemed to be contagious in welcoming entry-level employees, all but declaring its self-assurance in their worth. The company understands that these roles are key to developing the talent pipeline that will help drive future innovation.
LaMoreaux’s remarks reflect a deep truth—that, even in our growingly automated age, the distinctly human skill set is what can never be duplicated. As companies navigate this complex landscape, IBM’s approach may inspire others to rethink their hiring strategies in relation to AI.
