HR leaders have heard the call to reskill their workforces for AI, and apparently so have employees. New research shows that the share of workers considered “future-ready” has more than tripled in just one year.
New data from the Adecco Group shows that 37% of workers globally now meet the criteria for being future-ready in 2025, based on a survey of 37,500 workers across 31 countries. This is up from just 11% in 2024.
Workers embrace AI disruption
The research reveals a workforce increasingly comfortable with technological upheaval. Nearly 9 in 10 workers (87%) say they are willing to be flexible and adaptable to adjust to the rise of AI in the workplace, a significant increase from 2024.
More telling, 71% of workers report their knowledge of AI has already surpassed the training their employers offer, suggesting a troubling gap between employee capabilities and organizational support.
“The workforce is ready, the technology is here and the opportunity is clear,” the report states. “It’s time for organizations to align strategy with action and build the foundations for long-term, human-centric success.”
The future-ready worker profile
The Adecco Group defines future-ready workers through three key characteristics: adaptability, proactivity and tech-savviness. These employees are comfortable with the prospect of their jobs changing completely due to AI, proactively experiment with new technologies and regularly invest their own time to develop their skills.
However, the increase in future-ready workers stems primarily from improved tech-savviness rather than gains in adaptability or proactivity. From 2024-25, there was a 45-percentage-point increase in workers qualifying across AI-related competencies, compared with a 35-point increase for adaptability and just 23 points for proactive skill development.
“Organizations can’t overlook the importance of developing the right mindset,” the report warns, “starting by consistently communicating opportunities and demonstrating the relevance of organizational strategy to the individual’s daily working life.”
The upskilling disconnect
While workers show mounting enthusiasm for AI, organizational strategies are struggling to keep pace. Sixty-one percent of leaders say they struggle to transition workers into new roles, despite having capable people in-house. Just one-third of companies are investing in data insights to understand workforce skills and capabilities, and only half have internal mobility tools in place.
This disconnect is creating tension. For the first time in three years, workers cite career progression as a top reason for staying with an employer, with 33% saying they’ll remain only if they see opportunities to advance. Three-quarters of workers now maintain their own career plan that considers opportunities beyond their current employer.
“Workers won’t wait for organizations that are too slow to facilitate career mobility,” the report states. “They are increasingly looking for professional growth and will quit if they don’t find it at their current employer.”
Salary and flexibility still matter
Despite the focus on AI and upskilling, fundamental needs remain paramount. For the first time in four years, salary ranks as the third most important reason workers stay in their jobs, jumping from ninth place in 2024. Work/life balance holds the top spot for both retention and attraction.
Yet, satisfaction with compensation remains low, particularly among non-traditional workers. While 58% of agency workers believe their pay is better than their peers’, only 20% of part-time workers and 18% of self-employed workers say the same.
Flexibility also varies dramatically by role and seniority. Leaders are 1.2 times more likely than non-managers to expect remote work opportunities, yet non-managers are twice as likely to want control over their working schedules. Currently, just 7% of workers globally have full autonomy over when they work, while 48% say their employer completely controls their schedule.
Advice for HR leaders
So, what’s next? The research suggests HR leaders should embrace comprehensive talent strategies. Key recommendations include:
Balance technology with humanity
AI transformation must be deployed in ways that support inclusion, sustainability and long-term workforce resilience. This means involving employees in redesigning their work and embedding human-centric principles into every stage of transformation.
Build data foundations
As awareness of data security risks grows, trust becomes critical. Organizations need robust data governance frameworks to ensure AI outputs are reliable, secure and aligned with business outcomes. Strong data foundations also enable better workforce planning and clearer communication about career growth opportunities.
Align C-suite leadership
Technology and talent strategies must be developed in tandem, with C-suite leaders working as a unified team to revisit shared visions regularly and communicate clearly with the workforce.
“The good news is that workers themselves are eager to adapt, showing increasing enthusiasm for the opportunities associated with AI in the workplace.”
