As employees grow more confident navigating technological change, 58% say they would reject a job offer if an employer’s AI values conflicted with their own, while 62% are considering changing jobs within six months, new global research reveals.
Nearly six in 10 employees (58%) would reject a job offer if a company’s artificial intelligence (AI) values and ethical standards conflicted with their own, according to new global research highlighting how responsible AI is becoming an increasingly important factor in recruitment and employee retention. The findings suggest that workers are not necessarily resisting technological change. Instead, many want employers that embrace innovation while demonstrating responsible use of AI and providing opportunities to develop skills for the future.
Nearly three-quarters (73%) of employees likely to look for a new job want their next employer to embrace AI and emerging technologies as a core part of its operations. At the same time, 92% of executives acknowledge that their organisation’s AI strategy influences its ability to attract and retain talent.
The findings come from G-P’s 2026 World at Work Report, Beyond Boundaries: AI, Global Talent and the Structural Evolution of Traditional Work, which draws on responses from 7,100 business leaders and employed professionals across six major economies: the US, UK, Australia, France, Germany and Singapore. Despite widespread confidence in technological change, the research reveals rising employee mobility, differences between executives’ and workers’ priorities, and mounting pressure on businesses to rethink how they develop, support and retain talent.
“Employees are becoming increasingly confident in their ability to navigate change. That confidence is raising expectations of employers,” said Laura Maffucci, Head of HR at G-P. “As AI becomes more integrated into work, people want organizations that pair innovation with opportunities to grow, contribute and develop distinctly human skills. Employers that understand that shift will be better positioned to attract and retain talent.”
AI VALUES BECOMING A DECIDING FACTOR IN RECRUITMENT
The research suggests that corporate AI policies are moving beyond internal governance to become an important consideration for prospective employees. More than nine in 10 executives (92%) believe their organisation’s AI strategy affects its ability to attract and retain talent, with 58% saying it has a substantial influence.
Meanwhile, 77% of workers say their current employer actively innovates to keep pace with market changes, suggesting that technological progress is becoming part of how employees judge business competitiveness and future prospects. However, embracing technology alone may not be enough.
For prospective employees, the way organisations introduce AI, protect personal information, communicate technological changes and invest in people’s capabilities could be just as important as their willingness to adopt new tools. The findings reinforce earlier findings revealing that employees are adopting AI faster than many employers can govern its use.
Recent research found that four in 10 employees want greater transparency from CEOs about how AI will affect their careers, highlighting how employers’ handling of technological change is becoming an issue of leadership credibility and workforce trust.
Together, the studies suggest that businesses increasingly need to demonstrate how AI is being used responsibly, rather than simply promoting themselves as technologically advanced.
WHAT DO EMPLOYEES EXPECT FROM RESPONSIBLE AI?
Although the G-P research reveals that AI values are influencing career decisions, it does not establish which ethical concerns carry the greatest weight with prospective employees. These could include how employers use personal data, whether AI is involved in recruitment or performance decisions, the extent of human oversight, and whether technological change creates opportunities for employee development or threatens existing roles.
The importance of fairness in automated recruitment is reflected in earlier reporting on the ‘Reject the Rejections’ campaign, which highlighted research finding that 82% of employers monitoring AI-assisted hiring outcomes identified differences in progression rates between candidates from different ethnic backgrounds.
For employers, the challenge is making their commitment to responsible AI visible in everyday working practices. Behavioural scientist and author Dr Gleb Tsipursky makes this point in his Fair Play Talks guest column, Employees Will Trust AI Agents When They Can See Who Is in Control, in which he explores the importance of clear boundaries, employee involvement and human accountability as businesses introduce increasingly autonomous AI systems. “Workers are more willing to experiment when management explains the rules, listens to concerns and enforces meaningful safeguards,” he writes.
AI AND THE HUMAN CONNECTION
Tsipursky also argues that employees should have a voice in deciding which workplace tasks should be automated, while knowing which decisions remain under human control and how they can raise concerns when AI produces questionable outcomes. His observations highlight why responsible AI cannot be limited to corporate statements or written policies. Employees need to understand how technology affects their work, what safeguards exist and who remains accountable for consequential decisions.
This concern is reflected in the Georgia research, which found that 43% of surveyed employees and executives feared AI could damage human connection and workplace culture, while 72% of employees doubted company values were guiding AI integration.
For businesses seeking to attract and retain talent, these findings raise an important question: are their AI values simply communicated, or can employees see those values being put into practice?
NEARLY TWO-THIRDS CONSIDERING CHANGING JOBS
The G-P research also reveals a striking contrast between confidence in technological change and employees’ willingness to remain with their current employer. Although 91% of respondents express confidence in their organisation’s ability to navigate technological innovation, 62% of employees are actively looking for another job or likely to begin searching within six months. That represents an increase of 10 percentage points from 52% in the previous year’s survey.
Confidence in employers’ ability to manage wider economic challenges also remains high, with 80% expressing optimism about their organisation’s resilience over the next 12 months. However, a significant gap exists between executives and employees. Almost half (49%) of senior leaders describe themselves as very confident about their organisation’s ability to navigate economic uncertainty, compared with just 27% of employees.
The findings suggest that confidence in an organisation’s future does not necessarily translate into employee loyalty. For employers, this creates a potential retention challenge as workers reassess their career prospects, development opportunities, working conditions and alignment with corporate values.
The findings also reinforce wider concerns about leadership readiness. Recent research found that only one in five leaders feel ready for change, amid rising pressure from burnout, low trust and technological disruption. However, the G-P research does not establish that AI is the reason employees are considering leaving their jobs. Rather, it indicates that employers’ approach to technology is becoming one consideration within a broader set of employee expectations.
EXECUTIVES & EMPLOYEES DISAGREE ON WHAT DRIVES SUCCESS
The study also reveals differences in how business leaders and employees view the sources of long-term competitive advantage. More than one-third of executives (37%) identify AI adoption as a major driver of business success, compared with just 19% of employees. Workers place greater emphasis on the speed of innovation, cited by 51% of employees compared with 40% of executives. Access to global talent is also considered more important by employees (30%) than executives (23%).
These differences suggest that executives may be focusing more heavily on adopting AI technology, while employees place greater value on organisations’ broader ability to innovate, adapt and access talent. The research also highlights differences in confidence about keeping pace with technology. Some 58% of executives say they are very confident adapting to new digital tools, compared with 32% of employees.
Nevertheless, executives are slightly more likely than employees to feel technology is advancing faster than they can adapt, at 34% compared with 27%. Across the workforce, 64% say they are able to keep pace with learning and adapting to new technologies.
PRIVACY & SECURITY REMAIN MAJOR AI CONCERNS
Despite growing confidence in technological innovation, the research identifies persistent concerns about responsible AI adoption. Data privacy emerges as the leading barrier, cited by 36% of respondents, followed by security risks (34%), integration with existing technology systems (25%), compliance and legal concerns (24%), and a lack of employee skills (24%). Uncertainty about financial returns and poor data quality are each cited by 19%.
The findings suggest that enthusiasm for AI does not necessarily translate into confidence about how organisations manage its risks. This is particularly important as employees increasingly use AI independently of company-approved systems. Previous research found that half of Gen Z workers feel guilty using AI, while more than four in 10 conceal their use from employers.
The findings point to a potential workplace trust gap in which employees are encouraged to develop AI skills but remain uncertain about when and how they can use them appropriately. Without clear policies, training and opportunities to discuss concerns openly, employers may struggle to build the confidence needed for responsible AI adoption.
HUMAN SKILLS BECOMING MORE VALUABLE IN THE AI ERA
Although AI is expected to transform many existing jobs, respondents believe distinctly human capabilities will become increasingly important over the next two years. Critical thinking ranks as the most valuable skill, selected by 42% of respondents, followed by creativity (37%), communication (35%) and leadership (34%). Emotional intelligence is also identified by 32%, while 23% highlight agility and 21% cross-cultural collaboration. The findings suggest that successful AI adoption may depend as much on strengthening human capabilities as developing technical expertise.
As organisations move towards skills-based recruitment, 29% of respondents also anticipate that college degree requirements will increasingly give way to demonstrable skills over the next decade. However, verifying candidates’ capabilities is emerging as a significant recruitment challenge, second only to finding people with the skills employers need.
These findings reinforce previous reporting that six in 10 employees worry AI is weakening their skills, even as critical thinking and human judgement become increasingly valuable. They also highlight a potential gap between technological adoption and workforce preparation.
Earlier global research found that many employers are preparing staff for today’s AI tools rather than tomorrow’s jobs. For employers, the challenge is ensuring that AI does not simply replace routine activities but creates opportunities for employees to develop more valuable capabilities and progress in their careers.
AI COWORKERS & THE FUTURE OF TRADITIONAL WORK
Looking ahead, more than a third of respondents (35%) believe AI coworkers will have the greatest impact on businesses over the next decade. This places AI colleagues ahead of skills-based hiring (32%), continuous learning (28%) and the four-day working week (24%) among the workplace developments identified.
The research also suggests that traditional employment structures could become less relevant. Almost half (45%) expect rigid nine-to-five working arrangements to disappear, while 32% anticipate a move away from individually assigned office spaces. More than a quarter (28%) foresee a decline in traditional top-down organisational hierarchies, while 24% expect annual performance reviews and linear career progression to become less common. One in five (20%) also expects longer working careers to become increasingly normal.
These findings reflect respondents’ expectations rather than changes that have already occurred. Nevertheless, they indicate growing interest in more flexible, skills-focused approaches to employment. They also raise questions about how organisations will manage career progression, employee development and performance as human and AI capabilities become more closely integrated.
GLOBAL WORKFORCE: REGIONAL DIFFERENCES & FAIRNESS
The changing nature of work is also becoming more international, with 72% of professionals saying cross-border collaboration is essential or significantly improves their daily work. Executives are more likely to recognise its importance, at 87%, compared with 60% of employees. Nearly two-thirds of organisations (64%) expect to increase their reliance on non-traditional talent, including freelancers, contractors and fractional workers, over the coming year.
However, international employment is also creating challenges. Some 85% of executives say managing cross-border HR and compliance has become more complex over the past year, while 63% report that regulatory complexity has delayed or slowed expansion into new markets. Despite this, 93% remain confident that their distributed workforce complies with local employment and tax laws.
That confidence contrasts with the 28% of employees who admit working remotely from another country or state for more than 30 consecutive days without informing HR. The research also raises questions about fairness for employees working outside company headquarters. More than a third (36%) believe headquarters-based colleagues enjoy greater visibility and promotion opportunities, while one in 10 perceive a definite career ceiling for employees based elsewhere.
For employers operating internationally, the findings suggest that offering flexible or borderless employment is only part of the challenge. Businesses must also consider whether employees have equitable opportunities for recognition, development and promotion, regardless of location.
REGIONAL DIFFERENCES IN SECONDARY EMPLOYMENT
The report highlights differing attitudes towards supplementary income across countries. In the US, 20% of employees report holding a second job, while another 20% engage in freelance work. France presents a contrasting picture, with just 5% reporting a second job and 42% saying they are not considering a side hustle.
Across the six-country survey, 43% of employees report having a secondary income stream, while another 31% are considering one. Yet 79% of organisations have formal policies restricting secondary employment, with 47% actively monitoring and enforcing them. These differences illustrate how workplace practices and attitudes can vary between markets.
However, the report does not provide equivalent country-by-country breakdowns for all six markets. Its broader findings on AI values, recruitment and employee mobility should therefore be interpreted as combined survey results rather than individual national figures.
WHAT EMPLOYERS SHOULD DO — AND THE COST OF INACTION
For employers worldwide, the findings point to a changing relationship between technological innovation, employee expectations and the ability to attract and retain skilled workers. AI strategy is becoming part of how employees judge organisational values, leadership credibility and their own career prospects. Businesses that fail to respond could face recruitment disadvantages, greater employee uncertainty and difficulty maintaining trust as workplace technologies evolve. Several priorities emerge from the research.
Make AI values visible and transparent.
Employers should explain how AI is used, which decisions remain under human control and what safeguards protect employees, customers and sensitive information. Responsible AI commitments need to be reflected in everyday working practices, not simply policy statements.
Involve employees in AI decisions.
Workers and HR teams should have opportunities to contribute to decisions about automation, job redesign, workload changes and employee development. Consultation can help organisations identify risks and understand where human skills remain essential. Recent research found that 45% of surveyed mid-sized companies lacked a single accountable leader overseeing how employees and AI work together, reinforcing the importance of clear responsibility and earlier HR involvement.
Invest in people alongside technology.
Training should extend beyond learning how to operate AI tools to developing critical thinking, creativity, communication, leadership and other skills that complement automation.
Protect fairness and career progression.
As organisations adopt flexible and international employment models, they should examine whether remote workers, contractors and employees outside headquarters have equitable access to opportunities, development and promotion.
Review workloads and working practices.
Businesses need to assess whether AI is genuinely improving employees’ working lives or simply increasing expectations about the amount of work they can produce. Research published earlier this month found that 46% of surveyed employees using AI faced rising workload expectations, while 45% spent at least an hour a week correcting colleagues’ AI-generated work.
Previous studies revealed that seven in 10 employees feel more productive using AI, but workloads are not necessarily falling. For multinational employers, the challenge is further complicated by differing employment laws, data protection requirements and regulatory approaches to AI. Organisations operating across borders need consistent principles for responsible AI while ensuring their practices comply with applicable local legislation, protect employees from discriminatory outcomes and provide meaningful human oversight of consequential decisions.
CONSEQUENCES OF FAILING TO ACT
The consequences of failing to act could extend beyond disappointing returns on technology investment. Poorly managed AI implementation risks undermining trust, widening skills gaps, increasing employee anxiety and creating confusion about accountability.
Organisations may also face operational, reputational and, depending on their use of AI, legal risks where automated decisions are inadequately supervised. For leaders, the challenge is demonstrating that technology is being introduced responsibly and that employees have a meaningful place in the organisation’s future.
RESPONSIBLE AI: A COMPETITIVE ADVANTAGE
The G-P findings suggest that the future of work will be shaped not only by how quickly organisations adopt technology, but by how effectively they support the people working alongside it. With 58% of employees willing to reject a job offer over conflicting AI values and 62% considering a job move, employers cannot assume that investment in innovation alone will secure workforce loyalty.
Employees increasingly appear to want organisations that embrace technological change while maintaining human judgement, protecting fairness and providing opportunities for professional development. The research does not establish that responsible AI policies directly improve retention, but it suggests that the way employers approach AI is becoming an increasingly important consideration for prospective employees.
As workers become more confident navigating technological change, businesses may find that their greatest recruitment challenge is no longer convincing people to embrace AI, but convincing them that their organisation is using it in ways they can trust.
Read the 2026 World at Work Report.
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