Workers remain largely optimistic about the role of in the workplace, even as they anticipate that AI will lead to leaner organisational structures, according to new research by The Conference Board. The findings highlight a growing disconnect between workforce readiness for AI-driven change and organisations’ ability to translate that momentum into a coherent workforce and business strategy.
Based on global surveys of more than 900 leaders and employees, along with 26 executive interviews, the research shows that 85% of workers expect AI to improve their jobs over the next two years. This optimism persists even among those who foresee job reductions, with 42% of workers and 40% of leaders expecting AI to decrease employment at their organisations. Despite these concerns, AI is already reshaping day-to-day work, with 91% of employees reporting changes to their tasks, alongside gains in productivity (87%) and job satisfaction (57%).
However, the study warns that many organisations risk missing these benefits due to the absence of a unified AI vision. While most leaders acknowledge that AI has triggered changes to strategy, structure or processes, 54% say their organisations lack a strong link between AI redesign efforts and core business priorities. This gap limits the ability to scale innovation already emerging from the workforce, where employees are actively identifying AI use cases and developing tools from the ground up.The research also underscores HR’s central but underutilised role in AI transformation. Although AI is reshaping jobs, skills and culture, HR is often involved only at the training or adoption stage, rather than in upstream decisions around work design and organisational strategy. Both leaders and employees believe CHROs could add the greatest value by co-leading enterprise-wide AI redesigns with business leaders, yet fewer than six in ten leaders and four in ten workers feel HR currently provides sufficient AI training and support.
Beyond strategy and structure, culture and skills emerge as critical pressure points. A majority of leaders report widening skills gaps, driven by shorter skill life cycles and the growing integration of human and AI-enabled tasks. The findings point to the need for continuous upskilling, greater transparency around job impacts, and redesigned performance and reward models that reinforce adaptability, collaboration and innovation.For employers, the message is clear: while the workforce is ready to embrace AI, organisations must move faster to align strategy, skills and culture to sustain trust and unlock long-term workforce value.