EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
Recent Searches
Press release
17 Nov 2025
EY survey reveals companies are missing out on up to 40% of AI productivity gains due to gaps in talent strategy
88% of employees use AI at work but primarily limited to basic tasks such as search (56%) and summarizing documents (34%), according to the EY 2025 Work Reimagined Survey.
37% of surveyed employees worry that overreliance on AI could erode their skills and expertise.
64% of surveyed employees report a perceived increase in workloads over the past year, yet only 5% are maximizing AI to transform their work.
The EY 2025 Work Reimagined Survey, which surveyed 15,000 employees and 1,500 employers across 29 countries, reveals a critical disconnect between artificial intelligence (AI) adoption and human readiness. However, the survey also found that when used effectively and on stable talent foundations, AI can unlock up to 40% productivity gains within companies.
While nearly nine out of 10 (88%) employees use AI in their daily work, their usage is mostly limited to basic applications, such as search (56%) and summarizing documents (34%). Only a small number (5%) are using it in advanced ways to transform the way they work.
Despite widespread AI adoption, the survey uncovered workplace AI anxieties contributing to the value gap. Thirty-seven percent of employee respondents worry that overreliance on AI could erode their skills and expertise, while 64% perceive an increase in their workloads due to pressure to perform. Yet only 12% are receiving sufficient AI training to unlock the full productivity benefits. Furthermore, despite attempts by employers to offer internal tools, shadow AI is still prevalent with 37% of employees surveyed globally bringing their own AI solutions to work.
The survey highlights a critical disconnect: when AI adoption and new technology land on fragile talent foundations – weak culture, ineffective learning and misaligned rewards – the potential benefits of AI are significantly diminished. Organizations that effectively integrate talent and technology – what the research calls “Talent Advantage” – unlock greater value, yet only 28% are on track to achieve this, according to the research.
The success of adopting artificial intelligence in organizations does not depend solely on technology, but especially on how prepared human resources are to integrate and leverage it. The EY study reveals that the majority of employees use AI only for basic tasks and do not take it a step further into areas that could generate a competitive advantage for employers. This brings an essential element to the discussion table of any organization – a solid human resources strategy is no longer just a desire but becomes the foundational element that drives artificial intelligence from potential productivity to a reality with sustainable benefits.
The importance of learning and culture
Global talent health – a key indicator of employee's as "net promoters" – rose by 10 points year-on-year, moving from 55 to 65 on a 0–100 index (an 18% lift), reflecting greater satisfaction with rewards, development and culture. This improvement coincides with a reduction in quit intent to 29%, the lowest reported level in four years, compared to a peak of 43% during the “Great Resignation” in 2021
In a cooling job market, employees are hunkering down. Leaders who care, trust and empower their teams set the tone for culture, driving 44% of talent health. However, when it comes to AI, the picture is different. Leadership plays a vital role in fostering a supportive culture for adoption and continuous learning, which is essential for maintaining talent health. In organizations that have adopted AI, 75% of employee respondents say their leaders are aligned on a clear AI vision; however, in early-stage or “fragile environments,” many (62%) do not perceive this alignment.
The survey also reveals that while investing in employee upskilling drives transformation, it also presents retention challenges. Employees receiving over 81 hours of annual AI training report an average productivity gain of 14 hours per week – well above the median of eight hours. However, these employees are also 55% more likely to leave their organization, as AI talent is highly sought after and external opportunities outweigh internal promotion cycles. Employers can mitigate retention challenges by offering comprehensive total rewards, including access to technology, flexibility and career opportunities that leverage AI skills.
Talent advantage matters
The report highlights tensions between human factors and AI integration in five key areas: AI adoption excellence, learning, talent health, organizational culture and reward structures. Organizations excelling in these areas achieve a “Talent advantage” and unlock transformational value from AI.
The real transformation driven by artificial intelligence is not measured solely by the level of technology adoption, but by the ability of organizations to build a culture that values people, continuous learning, and collaboration in the context of AI adoption. While AI is becoming increasingly present within organizations, the results achieved so far are still modest. Our findings show that only those companies that strategically invest in the robustness of their human resources and synchronize technological progress with employee needs manage to achieve transformative performance. The future of work requires an environment conducive to the evolution of both people and technology together.
About the EY 2025 Work Reimagined Survey
In August 2025, the global EY organization conducted the sixth instalment of the Work Reimagined Survey to better understand the continued changes in global talent dynamics, AI adoption and work culture. The research included a survey of 15,000 employees and 1,500 employers from organizations with 1,000 or more global employees. Respondents represented 19 sectors and 29 countries covering the Americas, Asia-Pacific and EMEIA (Europe, the Middle East, India and Africa). For a CPE accredited results webcast exploring the results, please register here.