AI in the Workplace: From Efficiency to Behavioral Change
That AI accelerates processes is now evident and widely visible within organizations. Employees who use AI in the workplace save an average of 75 minutes per day, which amounts to an increase of 23 minutes compared to early 2025. Additionally, they estimate that AI can now take over 42% of their tasks, indicating how quickly the technology is maturing. However, this efficiency gain also has a downside, as increasing AI task takeover raises uncertainty about the future of work and the role of humans in it. At the same time, AI is shifting from a purely functional tool to a more personal assistant, with 40% of employees now using AI for emotional support, such as advice, reflection, or sharing successes and frustrations.
AI and Cognitive Work: Enhancement or Deterioration?
AI is changing not only what we do but also how we think and make decisions in daily work. For instance, 60% of employees indicate they actively use AI to look at problems in new ways, which points to a shift in problem-solving ability. At the same time, there is a clear trend where critical thinking work is partially outsourced to systems. For example, 90% of respondents say they sometimes submit content fully generated by AI without checking or editing it. This raises a fundamental question about the balance between efficiency and quality. In practice, it seems that AI leads to both less critical thinking and deeper reflection, depending on how consciously the technology is employed.
Labor Market Under Pressure: Fewer Starters, Different Career Paths
The rise of AI has direct consequences for the structure of the labor market, particularly for entry-level positions. As routine tasks are increasingly automated, the number of traditional entry-level jobs is visibly declining. At the same time, educational institutions struggle to keep pace with the speed of new skills and technologies, leading to a mismatch. This creates uncertainty for young professionals, with 37% fearing that the lack of permanent positions and long-term temporary contracts will harm their careers in the long run. Organizations thus face a strategic challenge: how do you ensure that new talent continues to develop in a labor market where classic growth paths are disappearing? This calls for new forms of onboarding, training, and career development.
The Role of the Manager: Under Pressure and in Transition
Managers have long been under pressure due to a combination of increasing responsibilities, higher expectations, and a growing administrative burden. The rise of AI accelerates this development as more and more tasks are automated or supported by systems. According to the research, 57% of employees believe they can be just as successful with an AI manager as with a human supervisor, indicating a clear shift in perception. This puts the classic management role under pressure and raises the question of which tasks will remain exclusively human. The expectation is that AI will primarily take over operational and analytical tasks, while the human manager focuses more on coaching, providing direction, and building trust. This means that leadership will become less hierarchical and more human-centered.
Older Employees Stay Longer and More Stable
In addition to young employees, the position of experienced workers within organizations is also changing. More and more people are staying active in the labor market longer, both by choice and due to economic necessity. Notably, older employees are 47% less likely to change jobs than younger colleagues, resulting in more stability within teams. At the same time, this calls for a reconsideration of how organizations utilize and develop this group. Should they primarily be deployed flexibly and advisory, or rather in stable roles where knowledge and continuity are central? In both cases, there is a clear opportunity to strategically leverage experience.
Recruitment and Selection
AI currently has the greatest impact on recruitment and selection within HR, where processes are increasingly being automated and optimized. At the same time, candidates themselves are also increasingly using AI tools to enhance their chances. Currently, 39% of employees report having used AI during the application process, for example, for writing cover letters or optimizing resumes. This creates a new playing field where both employers and candidates use technology. As a result, it is becoming increasingly difficult to assess authenticity and distinctiveness. Organizations need to adjust their selection processes accordingly to remain relevant.
Performance Management Under Review
Traditional evaluation cycles are often based on annual reviews and are heavily focused on output and objectives. In practice, these models are increasingly misaligned with the dynamics of modern work. Employees place more value on the impact and meaning of their work than on formal evaluations alone. This means that organizations need to rethink their evaluation methods and place more emphasis on continuous feedback and context. Additionally, the role of the manager is shifting from evaluator to coach and facilitator. This requires new tools and systems that better align with these changing needs.
Compensation: From Seniority to Contribution
Compensation structures are also under pressure due to the changing role of work and technology. Where compensation has traditionally been closely linked to hierarchy and years of service, there is a growing need for a more direct relationship with actual contribution. Employees experience greater satisfaction when their compensation is visibly linked to what they add to the organization. This calls for more transparency and flexibility in compensation models. At the same time, organizations must ensure that these systems remain fair and scalable. The challenge lies in finding a balance between objective measurements and subjective value.
Conclusion: AI as a Catalyst for Organizational Restructuring
The impact of AI on work clearly goes beyond just automation and efficiency improvement. It touches on fundamental questions about leadership, skills, and the organization of work. As Bart Van der Biest, Managing Director of SAP Benelux, points out: "The future of work is not only determined by how quickly organizations implement AI but especially by how they combine technology with human talent." Organizations that find the right balance in this will benefit not only from higher productivity but also from better employee development. Thus, AI becomes not just an operational tool but a strategic factor in organizational development.
