Report finds AI adoption is leaving more to be desired

For its report, 2025 Work Reimagined Survey, EY collected survey responses from 15,000 employees and 1,500 employers across 29 countries to explore the “continued changes in global talent dynamics, AI adoption and work culture”.

Potential productivity gains

Based on its report, nearly nine in 10 (88 per cent) employees used AI at work, primarily for searching and summarisation, and only 5 per cent used it in advanced ways to transform the way that they work. T

Thirty-seven per cent of surveyed employees feared that “overreliance on AI could erode their skills and experience”, and 64 per cent of employees reported an increase in workloads over the past year due to pressure to perform.

For companies that used AI effectively with adequately trained talent, the report found they achieved 40 per cent higher productivity gains. Despite this potential, it also revealed that only 12 per cent have been trained to unlock the full productivity benefits of AI.

Concerningly, shadow AI is still present, the report found, with 23-58 per cent of employees reporting that they use their own AI solutions at work – highlighting the growing need for companies to prioritise AI-related cyber security measures.

As a whole, only 28 per cent of organisations were on track to effectively integrate talent and technology into their businesses.

Gaps holding back full potential of AI

People consulting leader at EY global and EY Americas, Kim Billeter, said companies missed out on the full potential of AI due to a gap between adoption and human readiness. Billeter noted resistance to the advanced use of AI due to job security concerns, skills erosion, rising workloads, and the use of AI for only basic tasks.

“When organisations master both talent and technology, AI helps deliver outsized results, but neglecting the human side can erode those gains,” she said.

Further, the report unveiled a rise in global talent health, up 10 points year-on-year, from 55, to 65 out of 100 (up 18 per cent) — “reflecting greater satisfaction with rewards, development and culture,” it said.

This data aligns with a reduction in quit intent, which is at its lowest since 2021, down from 43 per cent then to 29 per cent this year. It highlighted that “leaders who care, trust and empower their teams” contribute to 44 per cent of talent health, helping to “set the tone for culture.”

What do companies need to receive transformational results?

Its data revealed that employees who received over 81 hours of annual AI training reported an average of 14 hours per week of productivity gain, which was nearly double the median of eight hours.

However, it found that these same employees were 55 per cent more likely to leave the organisation due to demand for AI talent, and external opportunities outnumbering internal promotion cycles.

It also recommended that comprehensive total rewards, such as access to technology, flexibility and career opportunities that leverage AI skills, can manage retention challenges.

To achieve a “talent advantage” and unlock transformative value from AI, the report suggested excelling in AI adoption, learning, talent health, organisational culture, and reward structures. Workplaces need to build cultures that support talent health and AI use so they could achieve these transformational results, Billeter said.