A new report explores how AI, human connection and purpose are reshaping the future of the workplace. The research also provides strategic advice on how HR executives and other business leaders can keep pace amid workforce transformation.
The sixth annual Global Workforce of the Future report from global talent and technology advisory company, Adecco Group, surveyed 37,500 workers across 31 countries and 21 industries.
Key findings from the survey suggest that a growing number of employees view AI as a defining force at work in 2025, overtaking economic uncertainty and flexible working as the top workplace influence.
Additionally, confidence in AI usage has surged, with a staggering 71% of respondents saying that nothing holds them back from using AI, a significant jump from 19% in 2024.
“AI is now a daily reality, with workers’ optimism about its potential increasing,” says Denis Machuel, chief executive officer of the Adecco Group. However, technology in itself is not enough to drive change, he adds, noting that people remain at the heart of every transformation.
“To turn efficiency into business impact, leaders must also invest in training and engagement to unlock value,” Machuel says. As a result, organizations must ensure that employees have the confidence and know-how to engage meaningfully with AI.
“When used strategically, AI can be powerful and ultimately empowers individuals, strengthens trust and creates better work environments for everyone,” he says.
7 workplace influences from AI
Other key findings:
AI expands capabilities
More than three-quarters of employees say AI enables them to perform tasks previously out of reach, and nearly three-quarters report that AI has already changed or will soon change the skills and activities required in their roles.
Uncertainty remains
While 76% anticipate AI will create new jobs and 70% expect job re-architecture, 23% fear job loss and seek reassurance.
“To build a truly future-ready workforce, employers must provide clarity on how roles will evolve, and which skills will matter most,” Seabrook says.
Purpose and trust are critical pillars
Workers who understand how AI affects their role—and how their work connects to company strategy—are far more likely to stay, even though 44% cite privacy concerns about AI use in the workplace.
“Future-ready” workforce sees sharp growth
Thirty-seven percent of workers reported being “future-ready” in 2025, a significant increase from just 11% the previous year.
Those who described themselves as future-ready are proactively upskilling and adapting to new technologies while also benefiting from clearer objectives and skills-based career support, says Daniela Seabrook, chief HR officer of the Adecco Group.
“Future-ready workers thrive when they have clarity, measurable goals and continuous learning opportunities,” she says. “Employers must provide the right tools, training and ethical frameworks so that AI becomes a driver of growth and human potential—not a source of uncertainty.”
See also: ‘From fear to flourishing’: How HR can help teams adopt AI
Finding value in work
Despite the time saved through AI, the report found that one-third of workers spend that time on the same or more mundane tasks. To channel AI efficiency into engagement, employers must help workers measure the impact of their work and transition to more meaningful tasks that provide true value, according to Seabrook.
She says the findings also indicate that a clear sense of purpose is a powerful factor when it comes to retaining talent. Workers who understand how their role contributes to company strategy are significantly more loyal: Ninety-nine percent of those who feel a strong sense of purpose every day plan to stay for the next 12 months, compared to just 53% who never feel it.
Changing priorities
Career development is also a growing priority, with one in three workers reporting they would stay with their employer if offered clear progression opportunities—up from 22% last year.
AI in action
According to Machuel, many workers welcome AI for automation and training, yet still prefer human judgment for sensitive career decisions.
The report also found that leaders and managers are more comfortable with AI agents than entry-level staff, highlighting the need for transparent communication and ethical guardrails.
The people impact of AI
Machuel says that while workers are embracing AI faster than ever, HR leaders need to go beyond adoption and focus on strategy, engagement and trust.
“When people understand why AI is being used and how their work connects to business goals, they’re far more likely to thrive,” he says, adding that leaders have a responsibility to clearly communicate their vision regarding how people and AI “in harmony” can contribute meaningfully to the organization’s goals.
Employers should start by learning more about the real impact of AI—not just its technological capabilities, but what it means for their people.
“With that, employers can design teams and invest in upskilling that enables humans and machines to work together more effectively, driving both performance and efficiency to create better outcomes,” he says.
