A recent study by Anthropic, one of the companies responsible for developing Claude and founded by former OpenAI executives, reignites the debate on the impact of artificial intelligence on employment. Its report, titled "Impacts of AI on the Labor Market: A New Measure and Its Initial Evidence," analyzes the gap between the tasks that AI could perform and those it is currently taking on. Unlike the usual reports from less rigorous consulting firms, Anthropic has positioned itself as a company committed to safety and ethics in AI, advocating for what they call "Constitutional AI" and rejecting its military use. Therefore, their conclusions are particularly relevant and less suspect of techno-optimism. Among the highlighted concepts in their analysis is the so-called "Junior Cliff." The Anthropic report provides data already circulating on professional networks like LinkedIn, where analyses of AI's impact on various sectors proliferate. In summary, while AI has proven effective in multiple areas and some pioneering companies are successfully integrating it, most have yet to exploit its full potential due to internal obstacles, bureaucracy, or a lack of trust in the technology. Anyone thinking that the slow adoption of AI gives them time should know that the real barrier is not technical but cultural. A change in leadership or a software update can accelerate AI integration overnight, forcing employees to collaborate with systems that surpass humans in many tasks. Therefore, it is essential to enhance human skills such as critical thinking, complex problem-solving, and interpersonal relationships, which remain irreplaceable. Beyond the usual warnings, the Anthropic report points to a concerning trend: the disappearance of the entry-level positions in professional careers, known as the "Junior Cliff." While no increase in unemployment among experienced professionals is detected, there is a slowdown in hiring qualified young people. AI is taking on support tasks that previously served to train newcomers. A clear example is law firms, where juniors used to handle legal research, a task now performed more efficiently by AI. These tasks, which functioned as rites of passage and allowed for the acquisition of practical skills, are disappearing, making it difficult to train new professionals. The Fundación Alternativas warns of this silent fracture in young people's access to the labor market. The disconnect between university education and the real needs of work, previously compensated for in the early years of experience, is worsening now that those initial positions are being replaced by AI. This raises the challenge of how to train leaders without them having gone through the basic learning stages. Moreover, in a market where companies prefer to buy talent rather than develop it, the turnover of the most in-demand profiles accelerates, with an average tenure of just three years. The trend to outsource costs, as seen with BYOD ("bring your own device") and BYOK ("bring your own knowledge"), means employees bear the cost of their own training, weakening their loyalty to the company. The question is clear: how can one advance professionally without having gone through the initial learning stages? If AI eliminates the first rungs of the career ladder, the risk is that the chain of knowledge and experience transmission will break. The solution lies in strengthening education, both university and corporate, focusing on the human capabilities needed to supervise and complement AI. It is essential to recover the mentorship-based learning model and the transmission of knowledge between generations, thus ensuring the continuity and development of talent.