工作监测2026：伟大的劳动力适应

contents. foreword.3key findings.4global themes.8looking ahead.30about the survey.32market insights.34 foreword. In 2026, the world of work is defined by a distinct contradiction. On one hand,business leaders are optimistic: 95% of employers believe they will grow over thenext year. On the other, the workforce is wary: only 51% of talent share that optimism. This leaves them vulnerable in boththeir careers and the value they canadd to organizations. AI is not a rivalto labor; it should be seen as key toaugmenting tasks and highlightingthe importance of roles that onlypeople can do. This substantial confidence gap signalsa global workforce under pressure,driven by technological advances,demographic shifts, geopoliticaluncertainty and economic volatility,putting business growth at risk. me:the rise of self-defined success Finally, we are witnessing the end of thelinear career ladder, with both talentand employers agreeing that traditionalcareer paths are outdated. Talent arenow redefining success by mitigatingtheir risks — building “portfolio careers”and seeking security through varietyrather than tenure. At the same time,employers will do well to note thatwhile pay is the top talent attractor,work-life balance is the greatest leverfor retention. Our 23rd Workmonitor — drawingon insights from more than 27,000workers, 1,200 employers, and over3 million job postings — outlineshow businesses and talent can adapttogether to unlock growth. We refer tothis as the Great Workforce Adaptation. me and my team:managers are key to stability In a high-tech environment, thehuman connection becomes thepremium currency. While trust insenior leadership has dipped, thebond between talent and theirdirect managers is strengthening.Managers are now the key tostability. They are the ones whowill unlock the multigenerationaladvantage — facilitating theexchange where Gen Z teachestech fluency to Baby Boomers, who,in return, transfer critical industryjudgment to Gen Z. me and the world:from job displacement totask augmentation “By embracing this GreatWorkforce Adaptation, we canbridge the confidence gap andenable growth for everyone.” By embracing this Great WorkforceAdaptation, we can bridge theconfidence gap and build a new workorder that enables growth for everyone. First, we must close the “AI reality gap”.While businesses race to embrace anew way of working, our data showsthat 1 in 5 talent believe AI will have alimited impact on their tasks and nearlyhalf perceive it as more beneficial tothe company than themselves. Sander van ‘t Noordende,CEO, Randstad key findings. Workmonitor 2026 reveals a workplacemarked by economic strain onboth talent and employers, and AIbecoming increasingly embedded. me and the world from job displacement totask augmentation. talent who have taken on asecond job to help with therising cost of living Although talent are more cautious,they are also rethinking their ownrelevance and future. Alongside aquest for time flexibility and greaterautonomy, there is a continued focuson upskilling and a need for greatercollaboration, authenticity and trust. Talent are recalibrating what theyexpect from work as they rise tothe challenge of an increasinglyvolatile world. As employers lookto the future with optimism, theyneed to reflect talent’s shiftingfocus in their recruitment andretention strategies to maintain amotivated workforce and supportworkers as they augment theirskills through AI, while alleviatingfears of job displacement. AI embedded 63% of employers state that theyhave invested in AI in the last 12months, and this boost for AI hasbeen noticeable for talent, too. 59%say more organizations encouragethe use of AI, and over two-thirds(69%) feel confident they can use thelatest technology. 63% employers who have investedin AI in the last 12 months mismatched AI expectations 34% talent who say their company’s overallinvestment in AI has increased Nearly half of the office workerssurveyed (47%) believe AI will benefitcompanies more than employees.And while job vacancies requiring “AIagent” skills have risen by 1,587%,1 in 5 talent (21%) do not expect AI toaffect their work at all. facing pressure Based on insights from over 27,000individuals and 1,225 employers across35 markets, along with secondaryinsights from over 3 million globaljob postings, here are some of thestandout findings from the research. 40% of talent state they havetaken on a second job, while 36%have increased or plan to increaseworking hours in their current job.Of those with a traditional full-time role, 27% would prefer a full-time role alongside a “side hustle”to provide additional income, aswould 20% of part-timers. me and my team managers are key to stability. Trust in the workplace is underpressure, yet work remains abalancing force in an increasinglyvolatile macro environment.Collaborative, inclusive teamsremain critical to performance,with managers emerging as bothstability anchors and trust build