How Building Employee Resilience Can Enhance the Employee Experience

PwC’s Global Workforce Hopes and Fears Survey 2025, which interviewed nearly 50,000 respondents spanning 28 sectors in 48 major economies, indicates AI’s impact is growing and that optimism about its perceived potential greatly outweighs anxiety, despite low daily usage.

AI’s impact is growing

Across all industries, 54% of workers — from senior managers to the front line — have used AI in the last 12 months. Generative AI is used on a daily basis by 14% of employees, a small increase on 2024 (12%). 75% say AI is enhancing the quality of their work and increasing productivity, rising to 90% among GenAI users, who also believe GenAI will have major job impacts over the next three years.

Only 6% of employees use agentic AI (intelligent systems performing tasks autonomously, including decision-making) on a daily basis. Across the board, daily AI users see a slight increase in job security and salary over the next three years due to AI, as well as a reduction in time spent working. Fewer than 50% of the workforce believe AI will have a significant impact on their jobs over that period — though this is not the case for entry-level employees, 43% of whom are concerned about the impact of AI on their jobs.

Stress, financial strain, and fatigue

There are signs of stress amongst the workforce, despite 70% of respondents reporting they feel satisfied with their work at least once a week, including 22% who feel satisfied daily. 55% of the workforce are feeling financial strain, up from 52% in 2024, and fatigue continues to affect more than half of workers. Workers under financial strain are less motivated, less candid, less trusting of their organisation, and more cynical about whether their manager or organisation cares about their wellbeing.

In the UK, Gen Z are the most motivated group — and the most demanding

UK survey results of 2,023 workers across 28 sectors reveal a new workplace anomaly: younger employees (Gen Z) are the most motivated (71%) and optimistic (62%) about their future career, yet demand the most of employers to support their ambitions, including pay rises and promotions. They are the most likely generation to seek new opportunities in the next 12 months, and value working with great colleagues, shared values and inclusion. Gen Z cares deeply about their work and wants to make an impact, which may explain why burnout is a risk, and why they are more prone to take action if a role isn’t fulfilling.

Optimism about the future

Only 53% of workers are strongly optimistic about the future of their roles. Optimism is greater amongst executives than non-managers, and entry-level job holders are particularly concerned about job security because of AI.

Do managers care about employee wellbeing? Can employees speak openly?

52% of employees believe their direct manager cares about their wellbeing, compared to only 46% believing top management cares. 59% of employees feel they can speak openly with their manager.

Are employers providing the necessary opportunities for upskilling?

Only 51% of non-managers feel they have the resources they need for learning and development, compared to 72% among senior executives. Workers who feel supported to upskill are 73% more motivated than those who report the least support. Access to training and opportunities to test and apply new skills on the job are key to employee wellbeing and performance.

Six key takeaways from the survey

• Acknowledge that the future is uncertain, particularly for entry-level workers.
• Build trust between managers/executives and workers.
• Provide a clear, consistent vision of the future, with defined goals and achievable milestones to build confidence and credibility.
• Identify which skills matter most in the future, connect them to business strategy, and create visible, equitable upskilling pathways for all employees. Tailored learning, mentoring and clearer career paths may help retain younger generations.
• Provide a psychologically safe environment and culture where employees find meaning in their work and are encouraged to innovate, experiment, and learn from failure.
• Treat job security, pay, meaningful work, wellbeing and professional growth as key motivators.

What this means for resilience

Many of the factors above contribute towards building an individual’s resilience. Resilience has been shown to increase wellbeing, job performance and satisfaction, as well as the ability to perform under pressure and stress, and to manage change and adversity. Factors impacting an individual’s resilience and wellbeing include optimism, autonomy, purpose, goals, self-confidence, social support, a growth mindset, and meaningful work. Many employers are recognising the importance of building employee resilience and providing resilience training.

When workplaces build trust, nurture skills, and offer meaningful work, strategic alignment, and psychological safety, employee resilience, engagement and motivation increase — driving performance, profitability and retention.

Book a discovery call to talk about building the resilience your people need to navigate what comes next.