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Is AI likely to take your job? Perhaps not

Rather than focusing on academic qualifications, Hammer University develops individuals through practical experience.

A man works on the electronics of Jules, a humanoid robot from Hanson Robotics using AI, at the recent International Telecommunication Union AI for Good Global Summit in Geneva
A man works on the electronics of Jules, a humanoid robot from Hanson Robotics using AI, at the recent International Telecommunication Union AI for Good Global Summit in Geneva - Copyright AFP/File Valentin FLAURAUD
A man works on the electronics of Jules, a humanoid robot from Hanson Robotics using AI, at the recent International Telecommunication Union AI for Good Global Summit in Geneva - Copyright AFP/File Valentin FLAURAUD

As artificial intelligence continues to reshape the technology sector, concerns about automation and job displacement are becoming increasingly common, particularly for those at the start of their careers.

Yet, alongside these challenges, a more optimistic trend is emerging. This is where some technology businesses are investing in people, developing skills and creating new pathways into long-term careers.

Technology is evolving with AI, often seeking to protect and enhance jobs by automating routine tasks, augmenting human capabilities, and creating entirely new job categories, rather than leading to mass unemployment. The key dynamic is a shift in required skills, placing a premium on human-centric abilities and continuous learning. There are also other occupations, like sales, which are likewise adapting.

One example of an institution adapting to the acceleration of AI is Hammer University, a long-running early-career development programme run by UK enterprise technology distributor Hammer Distribution.

Now in its 15th year, the scheme is specifically designed to introduce people into careers in technology sales. The facility has become a cornerstone of Hammer’s commercial success. This is not least in terms of a significant proportion of the company’s sales team being former graduates of the programme.

Rather than focusing on academic qualifications, Hammer University develops individuals through practical experience, structured learning and close mentorship, helping participants build the commercial, technical and interpersonal skills required to succeed in enterprise technology sales.

The programme supports people at the beginning of their careers as they enter an industry that continues to grow, and it is designed to be sufficiently agile even as automation and AI accelerate.

Participants gain exposure to real-world technology markets, working with solutions spanning AI, high-performance computing, cybersecurity and cloud infrastructure. In this environment, sales professionals play a key role, not simply selling technology, but enabling and supporting customers throughout their AI journeys, helping them understand complex solutions and apply them to real business challenges.

As to the approach, mentorship sits at the heart of the scheme. Candidates work alongside experienced sales and technology professionals who guide them through the realities of the industry, helping them develop confidence, commercial awareness and long-term career direction. This people-first approach has enabled Hammer to build a sustainable pipeline of talent over more than a decade, nurturing individuals as technologies, and customer needs, evolve.

In a climate where technology employment is often discussed in terms of risk and uncertainty, programmes like this offer a more balanced narrative. They demonstrate how innovation can create opportunity, with AI driving demand for skilled sales professionals who can translate emerging technologies into real-world outcomes for customers.

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Written By

Dr. Tim Sandle is Digital Journal's Editor-at-Large for science news. Tim specializes in science, technology, environmental, business, and health journalism. He is additionally a practising microbiologist; and an author. He is also interested in history, politics and current affairs.

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