For much of the last decade, experience was the safest hiring signal in technology. Years on the job, senior titles, and deep familiarity with established systems were often seen as proxies for capability. In the United States, that logic is now being fundamentally challenged.
Findings from the 2025 Nash Squared / Harvey Nash Digital Leadership Report show that US digital leaders are rapidly reweighting how they assess talent, with GenAI capability now taking precedence over length of experience in many hiring decisions. As AI becomes embedded across software development, operations, security, and decision-making, the skills organizations value most are shifting at speed.
GenAI skills now outweigh experience for most US leaders
US employers are making their priorities clear. When asked to choose between two software developers, one with strong GenAI skills and two years’ experience, and another with five years’ experience but no GenAI capability, nearly 78% of US digital leaders said they would hire the GenAI-skilled candidate.
This is a decisive signal in that while experience still matters, it is no longer the dominant differentiator it once was. The ability to work productively with AI tools, integrate them into workflows, and deliver tangible outcomes is increasingly seen as a faster route to impact than tenure alone.
AI skills are critical, but are still in short supply
The Nash Squared/Harvey Nash Digital Leadership Report found that AI is the single most acute skills shortage facing US organizations today. More than four in ten US digital leaders report a shortage of AI skills, placing it ahead of areas such as cybersecurity, data engineering, and cloud platforms.
AI has moved from experimentation to being embedded across a wide range of business functions, from software development and customer service to finance, recruitment, and internal operations. As adoption accelerates, demand for people who can design, deploy, and work effectively with AI systems is increasing faster than supply.
Compared with earlier technology waves, the AI skills gap is emerging faster and cutting across a wider range of roles, not just specialist data or machine learning positions, but core engineering, product, and operational roles as well.
Upskilling is underway, but not evenly
Unlike some global markets, US organizations are not standing still. Around three-quarters of US employers report that they are already upskilling their people in GenAI, either extensively or in targeted areas. This suggests a growing recognition that external hiring alone will not solve the problem.
However, the data also shows that nearly one in four organizations are still only making limited progress. As AI adoption accelerates, this uneven pace risks creating internal capability gaps, particularly between teams that are actively experimenting with AI and those that are not.
The implication for hiring is significant. Employers are increasingly looking for candidates who can bridge this gap, specifically individuals who not only understand AI tools but can help scale their use across teams and functions.
Hiring practices are evolving alongside skills demand
The emphasis on GenAI capability is changing how US organizations approach recruitment, not just who they hire.
Many employers are:
- Shifting focus from tenure to demonstrable skills, particularly the ability to apply AI in real-world scenarios.
- Placing greater value on adaptability, learning speed, and comfort working alongside intelligent systems.
- Reassessing job requirements, prioritizing applied capability over traditional career pathways.
At the same time, the report highlights a tension. While AI skills are increasingly demanded, they are not always clearly defined. Vague references to “AI experience” can still dominate job specifications, making it harder for candidates to demonstrate relevance and for employers to assess capability consistently.
For candidates, this raises the bar. US tech professionals need to clearly articulate where and how they have used AI, whether that is automating development tasks, improving analytics, enhancing customer interactions, or increasing operational efficiency.
AI’s impact goes beyond hiring volumes
AI is also influencing how many organizations expect to hire at all. US leaders anticipate that automation and GenAI will meaningfully reduce future hiring needs for certain roles over the next two years, particularly those involving repetitive, rules-based, or routine tasks.
That does not mean fewer opportunities overall, but it does mean different opportunities. Demand is shifting toward roles that combine technical expertise with judgment, oversight, and the ability to extract value from AI systems rather than compete with them.
Building a future-ready US tech workforce
Hiring differently is only part of the response. The US data makes clear that organizations making the most progress are those aligning recruitment, upskilling, and AI strategy.
To stay competitive, US employers need to:
- Be explicit about which AI capabilities matter for each role.
- Assess practical application, not just theoretical knowledge.
- Continue investing in internal AI literacy, not only specialist training.
- Align hiring decisions with a clear view of how AI will shape roles and workflows.
The organizations best positioned for the future will be those that treat AI skills as a core capability, developed through a combination of smarter hiring and sustained internal investment.
Shaping the next phase of tech hiring
For US organizations navigating digital transformation, this is a pivotal moment. The ability to identify, assess, and develop AI-capable talent is quickly becoming a defining factor in how fast businesses can adapt and compete.
At Harvey Nash, we support US organizations as they respond to these shifts, helping them refine hiring strategies, assess real-world AI capability, and build technology teams ready for what comes next.
To explore more insights into how AI is reshaping the tech workforce, download the 2025 Nash Squared / Harvey Nash Digital Leadership Report.
