[Adecco]：2025年商业领袖研究报告

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Contents About the research Foreword from our CEO Key findings 1.Leaders must align tech and talent to tackleseismic AI shifts 2.Companies place unfair AI expectationson workers 3.Future-ready organisations flex in the face ofAI disruption 4.Investing in data can break the skills gridlockand power tech-enabled talent strategies Recommendations for leaders Appendix About the research The Adecco Group’s Business Leaders researchinvestigates the changing world of work from theexecutive perspective. This edition focuses on theimpact of artificial intelligence (AI) on talent strategyand leadership. The Adecco Group surveyed: 2,000 C-suite executives across 13 countries 10,000,000 workerswith responsibility for nearly Fieldwork was conducted from November 2024 to January2025 in local languages, covering 2,000 C-suite executivesin 13 countries. The data is representative with a confidence interval level of 95%,and quotas were set to ensure a national representative sampleby age and gender in each country. For more demographic information, please see the appendix. Meet our respondents Chief Executive Officers, 25% Chief Human Resources Officers,25% Chief Technology Officers, 13% Chief Operating Officers,13% Chief Financial Officers Authenticated C-suite respondents, with influenceon enterprise-wide decision-making and fullawareness of global company strategy of organisations surveyed have an annual revenue of less than$500 million. 31% have more than $5 billion, 17% more than $1billion to $5 billion and 15% between $500 million and $1 billion. Nationally representative across age and gender Industries: of organisations surveyed have more than 5,000 employees Aerospace and defence(350)Automotive and Transport, Logistics,Mobility and Manufacturing(350)Healthcare, Life Sciences and Pharma(350)Energy, Clean Technology and Utilities(350)Technology(300)FMCG, E-commerce, Retail andConsumer Goods and Supply Chain(300) of leaders surveyed are male of leaders surveyed are between 28-54 years’ old Foreword from our CEO Business leaders are witnessinga seismic shift in the workforcelandscape, and most organisationsrecognise that they urgently needto adapt to keep pace withtechnological disruption. But asthe realities of AI reshape theworld of work, many decision-makers find themselves ata crossroads, uncertain aboutthe best path to take. The Adecco Group’sLeading inthe age of AIreport capturesC-suite leaders' perspectives onAI’s impact and offers guidancefor navigating this uncertain terrain. A small group of human-centric"future-ready organisations" ischarging ahead. This group alignsstrategy with workforcedevelopment, invests in robusttalent infrastructure and takes aconsistent and technology-enabledapproach to workforce andleadership development. Too often, organisations focusprimarily on technology whileneglecting the essentialtransformation of their workforce.Employers have a responsibilityto prepare workers for an AI-augmented future – one in whichhuman potential is not diminishedbut amplified. This is the foundationof a truly human-centricorganisation and a responsibleapproach to AI adoption. But manyleaders still lack a clear roadmapto achieve this. To build a sustainable future,businesses must act decisively.AI can enhance agility, but truesuccess will come from keepinghumans at the heart of work. In theage of AI, it's not technology thatwill define the future, but people. One critical challenge isovercoming the “skills gridlock”.Indecision, a lack of investmentin leadership readiness andinadequate data infrastructurewill stall AI implementation.Unlocking talent and technologyin harmony will ensure investmentspay off faster. Denis Machuel CEO, the Adecco Group Key findings Leaders must align tech and talent totackle seismic AI shifts Companies place unfair AI expectationson workers Organisations expect workers to proactively learn AI skills,but they're not giving them guidance on the technology.The ones that have a responsible AI framework are takinga human-centric approach and providing more support forskills development. These organisations are far more likelyto report talent strategy improvements. Technology megatrends will dominate over the next fiveyears as leaders seek to build an adaptable workforce that'scomplemented by AI. Existing talent approaches are not fitfor purpose, but many leadership teams are struggling toalign on their priorities and move forward at speed. By 2030, the three most influentialmegatrends are expected to be digitaltransformation, generative AI (GenAI) andAI, while skills scarcity is expected todrop to second-to-last place of leaders say they expect employees toupdate their skills, roles and responsibilitiesto adjust to the impact of AI Leaders rank “workforce strategies thatcannot keep up with the pace ofdisruption” as the number one talent riskto business growth don’t have a policy on AI and leave it toemployees to decide how to use thete

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