Trust at work is under increasing strain as artificial intelligence reshapes jobs and burnout reaches record levels, posing new challenges to HR professionals, according to new research.
The University of Phoenix College of Doctoral Studies has released a white paper, Rebuilding the Social Contract, which draws on the 2025 University of Phoenix Career Optimism Index® study of more than 5,000 U.S. workers and 500 employers. The paper warns that burnout, limited career development and low autonomy are eroding trust between employees and organisations at a critical moment of AI‑driven change.
Overall, 51% of workers now say they feel burnt out at work, the highest level recorded by the Index. Over 1 in 5 (21%) Americans say their sense of control over their professional future has worsened over the past five years. The report states that, in a time of record‑low institutional trust and growing workplace grievances, American workers “are facing a crisis of autonomy.”
Burnout ‘closely linked’ to control
Burnout and control are “closely linked,” according to the report. About 70% of workers who report not having control over their professional future say they are experiencing burnout, compared with 45% of those who feel they have control. The research also finds that 67% of employees who are not progressing in their careers at the right pace report burnout, versus 44% among those who say they are progressing.
areer development is a key factor in restoring control and reducing burnout, according to the report. Among workers whose jobs provide career development opportunities, 88% say they have autonomy in their current role, compared with 62% of those without such opportunities.
Nearly 9 in 10 (87%) of workers with development opportunities feel in control of their professional future, versus 47% of those who say their job does not provide them.
“Trust at work is built when organisational values show up as everyday decisions, especially decisions about workload, growth and transparency,” says co‑author TaMika Fuller, an affiliate of the University of Phoenix Center for Educational and Instructional Technology Research. “When employees feel stuck or micromanaged while navigating constant change, burnout rises and trust declines. Leaders can reverse that by investing in skill development, meaningful mobility, and institutional practices that support employee well‑being.”
A lack of trust in the workplace can create an unmotivated and disengaged workforce where staff feel disempowered and even psychologically unsafe – particularly if they are fearful about voicing their honest opinions, according to a previous report.
Employers favour hiring as training declines
The report also highlights a disconnect between employee expectations and employer practice. Six in 10 (60%) of employers say they would rather hire someone new than train existing employees when searching for talent with specific skills, according to the University of Phoenix research.
At the same time, reskilling and upskilling opportunities are down 13 and 10 points respectively since 2022, and 43% of Americans say they do not have access to opportunities to develop the skills they need to advance in their career.
This pullback comes as 68% of employers report concern about current turnover, 51% say it has been difficult to find new talent in the past year, and 39% say their company’s turnover rate is higher than the previous year.
AI as potential trust‑building tool
The University of Phoenix research also points to AI as a potential tool to close skills gaps and improve workers’ sense of control when paired with appropriate training. Among workers who use AI:
- 79% say it helps close knowledge gaps
- 56% say AI accelerates skill development
- 54% say it allows them to explore and pursue different career paths more easily
Co‑author Dr. Victoria Lender says rebuilding trust will require systematic changes in how organisations manage careers and technology. “Rebuilding the social contract is about improving systems,” she says. “Organisations can strengthen trust by creating clearer pathways for career development, involving employees in decisions that affect their work, and setting straightforward guidance for responsible AI adoption so people understand how technology will support their careers.”
Integrity and practical steps to build trust
Integrity serves as “the fundamental building block of trust and reliability,” Pavel Krapivin, founder and CEO of VelvetJobs, says in an article published on Forbes.
“People view individuals with integrity as consistent in their words and actions, fostering confidence in their dependability. Whether in personal relationships or professional settings, these individuals are known for their ability to follow through on commitments and honour their promises, cultivating strong bonds of trust.”
According to Krapivin, when trying to build trust, employers and HR professionals should focus on:
- Transparent and open communication
- Understanding and acknowledging the unique emotions and perspectives of colleagues
- Creating structured environments that clearly communicate expectations and providing guidance on how to meet them
“Building and rebuilding trust requires intentional effort and adherence to these principles,” says Krapivin. “Trust is not easily gained, and once lost, it demands diligent and patient work to restore. By prioritising effective communication, empathy, consistency, and accountability, individuals can lay the groundwork for a culture of trust within their organisations, fostering productivity, collaboration, and mutual respect.”