By 2028, a Gartner, Inc. report projects that 10% of sellers will use the time saved through AI technologies to engage in "overemployment"—working multiple jobs simultaneously but covertly. This trend arises as AI automates routine sales tasks, freeing sellers to take on additional work beyond their primary roles. Gartner’s September 2024 survey of 3, 496 global employees found that 41% of sales professionals somewhat agree that new technology has eased their workload by automating manual tasks. While this efficiency gain is beneficial, it poses challenges for chief sales officers (CSOs) who must address changes in employee engagement and motivation. Alyssa Cruz, Senior Principal Analyst at Gartner Sales Practice, stresses that CSOs need to recognize shifting team dynamics. She warns that some top talent may no longer be fully engaged and could reduce focus or leave without proactive management. Cruz suggests revising incentive structures, such as adjusting or eliminating commission caps, to maintain motivation by preventing perceptions of diminishing returns, thus preserving seller commitment and productivity. Beyond overemployment, Gartner forecasts other shifts in sales and customer engagement. By 2029, 25% of sales organizations within Fortune 500 companies will create buyer-facing content and tools tailored specifically for neurodivergent customers—those with brain functions differing from typical neurological patterns—who represent about 20% of B2B buying groups. Historically underserved due to their unique sensory and processing needs, these customers often felt excluded from decision-making processes.

Growing neurodiversity awareness leads them to favor businesses that offer accessible, inclusive experiences over those demanding adaptation to non-inclusive offerings. This shift urges sales organizations to rethink content strategies by integrating accessibility and inclusivity, redesigning communication materials, digital platforms, and sales tools to accommodate a wider range of cognitive and sensory preferences. Such adaptations aim not only to attract but also to retain diverse customer bases. However, increased AI reliance in sales raises concerns about skill gaps among new workforce entrants. Gartner predicts that by 2028, roughly 30% of new sellers will lack critical social sales skills—such as analytical reasoning and effective communication—due to overdependence on AI. While AI handles technical and data-driven tasks, soft skills essential for authentic client engagement risk being neglected. To counter this, organizations must invest heavily in training that enhances relationship building, active listening, empathy, and critical thinking. Thriving in this evolving landscape requires a cultural shift toward human-centric sales approaches. Although technology boosts efficiency, genuine human connection remains irreplaceable for building trust and sustaining long-term client relationships. Sales organizations that balance technological integration with social skill development will be better positioned for success. In summary, Gartner highlights AI’s dual impact on sales: it automates mundane tasks and increases productivity and flexibility, but also challenges sales leaders to reconsider engagement, incentives, inclusivity, and training. By proactively adapting to these changes, companies can leverage AI’s advantages while preserving the vital human elements essential to effective selling.