For tech and consulting leaders, PwC’s Hopes & Fears and Global Investor Surveys reveal what workers and investors expect from the future of work and AI.
The future of work and AI is no longer theoretical. It is shaping decisions in boardrooms, trading floors and everyday workplaces right now. Two major PwC studies—the 2025 Global Workforce Hopes & Fears Survey and the 2025 Global Investor Survey—together give a rare 360‑degree view of what employees and investors actually want from companies in this new era.
On one side, more than 56,000 workers across 50 countries describe rising workloads, financial strain and urgent demand for skills and clarity on generative AI. On the other, 345 investors and analysts across 24 markets lay out clear expectations for AI‑driven productivity, revenue growth and upskilling—not headcount cuts. (pwc.com)
For leaders, this combined picture is powerful: the same actions that build trust with employees are increasingly the ones that build confidence with investors.
1. What workers are saying: pressure, skills and cautious optimism on AI
PwC’s 2025 Global Workforce Hopes & Fears Survey paints a picture of a workforce under real pressure—but also ready to change and learn.
Key findings include:
- Rising workload and faster change
- 45% of workers say their workload has increased in the last 12 months.
- 62% say they have experienced more change at work than in the previous year.
- 40% say their daily responsibilities have changed to a large or very large extent.
- Uncertainty and financial strain
- 52% still feel financially stressed.
- The share of workers with money left after monthly expenses has improved—from 38% in 2024 to 45% in 2025—but more than half still experience some financial pressure.
- Restlessness and mobility
- 28% of workers say they are likely to switch employer in the next 12 months—higher than during the “Great Resignation” peak of 19% in 2022.
Yet, the survey also shows resilience and ambition:
- 60% report at least moderate job satisfaction (up from 56% in 2024).
- Workers are placing a premium on skills growth:
- Fewer than half (46%) agree their employer provides adequate opportunities to learn new skills.
- Among those considering leaving, 67% say opportunities to learn new skills are a key factor in decide‑to‑stay or leave.
When it comes to generative AI (GenAI), the sentiment is more hopeful than fearful:
- Among employees who use GenAI daily, 82% expect it to make their time at work more efficient.
- 49% of all GenAI users expect it to lead to higher salaries, rising to 76% among daily users.
- Around 73% say GenAI will create opportunities to be more creative; 72% say it will improve the quality of their work.
However, adoption is uneven. Many non‑users say they either don’t see opportunities to use GenAI at work, don’t have access to tools, or don’t know how to use them—highlighting a clear AI literacy and access gap.
What people are really looking for:
- Practical upskilling and reskilling that keeps them employable.
- Honest communication about how AI will affect their job and career.
- Fair pay and financial security so they can focus on learning, not survival.
2. What investors are saying: AI, productivity and no trade‑off with workers
The 2025 Global Investor Survey reveals that investors see technological change—and especially AI—as the dominant force reshaping business models.
Headline numbers:
- 71% of investors say technological change is the most important factor compelling companies to change how they create, deliver and capture value—ahead of regulation, customer preferences and supply chain risks.
- 73% say the companies they invest in should deploy AI solutions at scale, with:
- 66% expecting AI to increase productivity within 12 months,
- 63% expecting AI‑driven revenue increases, and
- 62% expecting AI to boost profitability.
Crucially, investors do not see AI and people as a zero‑sum game:
- 74% say companies should moderately or significantly increase investment in upskilling their workforce.
- Only about one‑third expect GenAI to reduce headcount by 5% or more, while a similar share actually expect headcount to increase by 5% or more.
In other words, investors want:
- AI that delivers measurable productivity, revenue and profitability gains.
- Clear AI strategies, governance and disclosure.
- Parallel investment in skills and workforce transformation, not just technology.
3. Where workers and investors actually agree
Put side by side, the two surveys tell a surprisingly consistent story.
Shared theme 1: AI must translate into real productivity, not just hype
- Investors: 66% expect at least a 5% productivity increase from GenAI within 12 months.
- Workers: Over 80% of daily GenAI users already expect the technology to make their time at work more efficient.
Both groups are past the “AI will change everything someday” stage. They are asking: Where are the real gains now?
Shared theme 2: Skills and upskilling are non‑negotiable
- Workers: 67% of those considering leaving say skills opportunities strongly influence their decision.
- Investors: 74% want companies to increase investment in upskilling the workforce.
This is a powerful alignment. A credible skills‑based workforce strategy for the AI era creates value both for employees (employability, career mobility) and for investors (productivity, innovation, resilience).
Shared theme 3: Transformation is urgent
- One‑third of workers say their company won’t be economically viable in ten years if it continues on its current path.
- More than half of investors say it’s very or extremely important that companies reinvent their business models in response to multiple megatrends—not just technology but also regulation, customer preferences and geopolitics.
Both sides are effectively saying: transform or fall behind.
4. What leading companies should actually do (and what readers are searching for)
Based on these insights—and what people are actively searching for around “future of work and AI”—there are four practical priorities:
1. Build a clear future of work and AI narrative
People are looking for: “How will AI change my job?” and “What is the future of work with AI?”
Companies should:
- Explain where AI is being used, what tasks it will change, and how this links to strategy.
- Be honest about risks and uncertainties, not just benefits.
- Communicate frequently, in plain language, not just in investor reports.
2. Invest in targeted, large‑scale upskilling
Interest is surging around: “AI skills employees need”, “upskilling programs at work”, and “digital skills for non‑tech roles”.
Respond by:
- Creating differentiated learning paths (for front‑line workers, managers, specialists).
- Combining AI literacy (how tools work, where they help, where they’re risky) with role‑specific skills.
- Linking learning to visible career mobility—internal moves, new roles, project opportunities.
3. Design human–AI collaboration, not human vs. AI
People want to know: “will AI take my job?”, but they also search for “how to use AI to be more productive at work”.
Leading organizations:
- Use GenAI and automation to remove low‑value, repetitive tasks first.
- Redesign roles so humans focus on creativity, problem solving, relationships and judgment.
- Measure and showcase AI‑enabled improvements in productivity, quality and employee experience.
4. Treat financial well‑being and security as enablers of change
Employee search trends around “financial stress at work”, “cost of living and job satisfaction” and “job security in the age of AI” reflect what PwC’s surveys show:
- Over half of workers report financial strain.
If people are worried about paying bills, they are less able to focus on learning new skills or embracing transformation. Companies that want a workforce ready for change should:
- Review pay, benefits and progression for fairness and transparency.
- Offer support for financial literacy and well‑being.
- Be proactive about reskilling and redeployment where AI changes roles—so job security is built through new skills, not just promises.
5. Why this matters for leaders, HR, and investors
When you combine PwC’s Hopes & Fears and Global Investor Surveys, the message is clear:
- Workers want skills, clarity on AI, fair pay and a real stake in the future.
- Investors want credible AI strategies, measurable productivity and profitability gains, and sustained investment in people.
The overlap is larger than the gap. The same actions—responsible AI adoption, serious upskilling, human‑centric transformation and transparent communication—build both employee trust and investor confidence.
FAQ
What do PwC’s surveys reveal about the future of work and AI?
PwC’s 2025 Global Workforce Hopes & Fears Survey and Global Investor Survey show that the future of work and AI is already taking shape. Workers face rapid change and skills pressure, while investors expect AI to drive productivity, revenue growth, and long-term business resilience.
How do employees feel about the future of work and AI?
Employees are cautiously optimistic about the future of work and AI. Many see AI as a way to improve efficiency and creativity, but uncertainty remains due to uneven access to tools, limited training, and unclear communication about how AI will affect jobs.
Does the future of work and AI mean widespread job losses?
The future of work and AI does not automatically mean mass layoffs. PwC’s findings suggest that roles are more likely to evolve than disappear, especially in organizations that invest in reskilling and redesign work around human–AI collaboration.
What do investors expect from companies in the future of work and AI era?
Investors expect companies to move beyond AI experimentation and deliver measurable outcomes. In the future of work and AI, they want clear strategies, strong governance, productivity gains, and sustained investment in workforce skills.
Why is upskilling critical to the future of work and AI?
Upskilling is essential to the future of work and AI because technology alone cannot create value. Workers want skills that keep them employable, and investors view a skilled workforce as key to turning AI adoption into innovation and profitability.
How should organizations design roles for the future of work and AI?
Organizations should focus on collaboration between humans and AI. In the future of work and AI, leading companies use AI to remove repetitive tasks while enabling people to focus on creativity, judgment, problem-solving, and relationship-based work.
Why does financial security matter in the future of work and AI?
Financial security enables adaptability. PwC’s surveys show that financial stress makes it harder for employees to engage with the future of work and AI, learn new skills, and embrace change. Fair pay and transparency support successful transformation.
