While businesses are continually adopting AI, the disconnect between AI deployment and human readiness is leaving a critical business value gap, according to an EY survey.

However, the survey found that when used effectively and on stable talent foundations, AI can unlock up to 40% more productivity gains within companies.

EY’s 2025 Work Reimagined Survey covered 15,000 employees and 1,500 employers across 29 countries, revealing major workplace hang-ups when it comes to AI.

While nearly nine in ten (88%) of employees use AI in their daily work, their usage is mostly limited to basic applications, such as search and summarising documents. Only a small number (5%) are using it in advanced ways to transform the way they work.

Thirty-seven per cent 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; between 23-58% of employees surveyed across various sectors globally are 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.

Organisations 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.

“AI is everywhere – but companies seem to be missing out on its full potential, held back by a gap between adoption and human readiness,” Kim Billeter, EY global and EY Americas People Consulting Leader, said.

“Most employees surveyed are still using AI for basic tasks, while concerns around job security, skill erosion and rising workloads are creating resistance. When organizations master both talent and technology, AI helps deliver outsized results, but neglecting the human side can erode those gains.”

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. 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.

Recommended reading

• AI Adoption Stumbles as Report Highlights Employee-leadership Disconnect
• Gartner: Governance Key to Higher GenAI Business Value
• 8 in 10 Hiring Managers Prioritise AI Skills When Hiring

Leaders who care, trust and empower their teams set the tone for culture, driving 44% of talent health.

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 organisation, 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.

“The widespread adoption of AI is evident, yet many organizations are still seeing only modest returns,” Billeter said.

“Our findings highlight the urgent need to address the human side of AI adoption. As AI reshapes the workplace, leaders must build cultures that support both talent health and effective technology use.

“Organisations that strengthen their talent foundations while advancing AI applications will be best positioned to achieve transformational results. It’s about creating the right conditions for people and technology to thrive.”