People at Work: A Global Workforce View
Our annual People at Work report is built on this Global Workforce Survey, which we’ve conducted annually since 2020. By gathering information about the labour market from the perspective of workers themselves, ADP Research can help employers improve the world of work by giving them a better understanding of how people think and feel about their jobs.
Based on survey data from more than 39,000 working adults in 36 markets, People at Work 2026 presents the views of workers from a wide variety of industries, experience, educational backgrounds, and on-site and remote work environments.
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Job security remains a defining concern for workers, even as many labor markets continue to grow. Globally, only around one in four workers strongly feel their job is safe, showing that uncertainty is widespread rather than isolated.
In emerging and transitioning markets, this concern is amplified by rapid business change, automation and shifting skills needs. When workers feel insecure, stress levels rise and engagement falls, directly impacting productivity and retention.
The data shows that perceived job security is closely linked to whether employees believe they have the right skills for the future. Clear communication, visible investment in development, and realistic career pathways make a tangible difference. Employers who focus on skills transparency build confidence, not just compliance.
AI has moved quickly from experimentation to everyday use in many workplaces. About half of workers globally use AI tools at least weekly, making it a normal part of how work gets done. However, widespread usage has not yet translated into clear productivity gains for most employees.
Many workers describe AI as helpful but incomplete, saving time on some tasks while adding complexity to others. Confidence with AI depends far more on training and familiarity than on age or seniority. Without clear guidance, employees often create their own workarounds, leading to inconsistent outcomes.
Organizations that connect AI tools directly to workflows perform better than those rolling out technology alone.
Employee engagement remains stubbornly low across regions and industries. Fewer than 20% of workers globally describe themselves as fully engaged, meaning most are doing what is required, but little more.
Engagement is strongly linked to trust, meaningful work and feeling valued, rather than pay alone. Workers who understand how their role contributes to broader goals are significantly more motivated. Flexibility, particularly hybrid working, continues to correlate with higher engagement, especially among knowledge workers.
In fast‑changing markets, disengagement can quietly undermine growth aspirations. Improving engagement does not require radical change, but consistent leadership behaviors.
Unpaid work has quietly become part of normal working life for many employees. Globally, over 60% of workers report doing some unpaid overtime, often to keep up with workloads rather than to get ahead. While this effort can initially boost output, it frequently leads to fatigue and burnout over time.
Managers and senior professionals are most affected, blurring the line between commitment and overextension. Interestingly, those working the most unpaid hours often report higher short‑term engagement. However, they are also more likely to think about leaving, suggesting the model is unsustainable.
Emerging markets with growth pressures face particular risk if unpaid work becomes the norm. Sustainable productivity depends on realistic workloads and clear boundaries.
For the first time, five generations are working side by side, reshaping expectations at every level. Younger workers bring confidence and ambition, while older workers contribute experience and stability. Yet only around 18% of workers aged 55–64 strongly believe they have the skills to progress, revealing a growing confidence gap later in careers.
Younger employees are more optimistic, but often unsure how to translate potential into long‑term progression. These differences create friction when not addressed openly. Organisations that rely on a single talent model struggle to meet everyone’s needs.
The most successful employers encourage two‑way learning between generations. Done well, age diversity becomes a competitive strength rather than a challenge.
One of the largest international studies of its kind, canvassing the views of nearly 39,000 workers in 36 markets, our research provides HR leaders with unique insights into the employee perspective - workers’ attitudes, aspirations, wants and needs.
People at Work 2025®
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