2025年期待与忐忑希腊职场调研报告_重构工作未来_36页_6mb

Hopes and Fears 2025 Summary

Overview

The Hopes and Fears 2025 report by PwC explores Greek workers' perceptions of AI's impact on the future of work. It highlights that while AI's influence is growing, optimism about its potential outweighs anxiety. Key factors driving performance in the AI era include trust, skills, motivation, and job security.

Core Content

• AI Impact: AI is seen as a driver of productivity, creativity, and quality of work. Early adopters are already experiencing benefits, and broader adoption is expected to amplify these gains.
• AI Usage: Only 43% of Greek workers have used AI technology in the past 12 months, with 10% using GenAI daily. Global usage is slightly higher at 14% for daily GenAI users.
• Benefits of AI: Daily GenAI users report more benefits from AI than infrequent users, especially in productivity, creativity, and quality of work. They also expect these benefits to continue over the next three years.
• Mood and Emotions: Positive emotions towards AI are predominant in Greece, with employees viewing it as an opportunity. However, males report feeling more inspired and excited, while females are more likely to experience fatigue and overwhelm.
• Trust in Management: Greek employees trust their direct managers more than top management (51% vs. 41%). Trust levels are lower among younger workers and those facing financial strain.
• Skills Development: Only 49% of Greek workers have learned new skills at work that help their careers. There is a clear link between GenAI usage and skill development, with 65% of daily users reporting skill gains.
• Job Security and Pay: A significant majority (84%) of Greek workers consider job security important. Those who can pay bills with money left over are more motivated and optimistic about their work (63% vs. 50% for those struggling).
• Optimism and Purpose: Around 50% of Greek employees feel optimistic about their future roles, with senior executives and managers showing higher levels of optimism. Purpose and personal growth are more valued by managers (56%) than non-managers (42%).
• Strategic Alignment: Greek managers demonstrate a higher level of strategic alignment with organizational goals than their global counterparts. This is significant for future performance and engagement.
• Psychological Safety: Managers in Greece report higher levels of psychological safety compared to non-managers. This is crucial for open communication and innovation.
• Meaningful Work: Less than half of Greek employees feel they have found meaningful work, with non-managers struggling the most. This gap is slightly smaller than the global average.
• Career Progression: Greek employees are slightly less active in the job market and have seen fewer raises and promotions compared to the global average, suggesting limited career growth opportunities.
• Generational Dynamics: Younger generations (Gen Z and Millennials) are less engaged and less able to speak openly with managers. They are more likely to seek raises, promotions, or new jobs.
• Job Preferences: Greek workers prioritize job security, strong relationships, and fair recognition. Support for less-advantaged groups is lower than the global average but still above it.
• Financial Strain: Employees facing financial strain show lower levels of trust in management, motivation, and openness. They are more likely to feel overwhelmed and less confident about job security.
• Demographics: The survey includes 49,843 global workers and 838 Greek workers. It covers various demographics including gender, role, generation, education level, region, and industry.

Key Drivers for Motivation

1. Inspire: Provide a clear vision of the future.
2. Motivate: Encourage innovation and reinvention.
3. Upskill: Create learning pathways to bridge emerging skill gaps.

Fears and Challenges

1. Acknowledge Uncertainty: Recognize the uncertain future, especially for entry-level workers.
2. Build Trust: Address trust gaps in the future of work.
3. Reward: Treat job security and pay as core motivators to ensure smooth transitions.

Further Findings

• Generational Differences: Younger workers are less engaged and have less confidence in speaking openly with managers.
• Job Preferences: Job security and relationships are top priorities.
• Future Outcomes: Younger employees are more likely to seek career changes, indicating higher ambition and mobility.
• Demographics: The survey provides insights into the distribution of workers by gender, role, generation, education, region, and industry, offering a comprehensive view of workforce dynamics.

Conclusion

The report emphasizes the importance of trust, skills, motivation, and job security in preparing the workforce for the AI era. While optimism about AI is present, there are concerns about financial strain, generational divides, and career progression. Organizations must focus on creating psychological safety, meaningful work, and strategic alignment to foster a motivated and engaged workforce.