How do CEE workers feel in 2024?
1. Workers in CEE feel both positive and overwhelmed about change
Constant change is a key characteristic of the current environment where workers from around the world are adapting to operate and live. This year’s CEO Survey identified that almost half (48%) of CEOs in CEE don’t see their companies surviving the coming decade under their current business model. To remain economically viable in the long run, companies need not just to transform, but to be transformative. Workers will ultimately implement change in their companies. They must, therefore, be engaged, empowered and supported by their employers.
Employees in CEE are also feeling this accelerating pace of change, with more than half reporting they’ve experienced more change at work in the past year than in the 12 months prior. Rapid change increases the pressure, with 45% of workers in the region feeling overwhelmed by the amount of change. Also, 40% don’t fully understand the reasons why changes are happening. In addition, job security concerns are split, with 40% worried and 41% not concerned.
Despite these challenges, CEE workers see positive aspects surrounding change. A substantial 73% are ready to adapt to new ways of working, with 60% being excited about opportunities to learn and grow. Also, almost half (49%) feel optimistic about their companies’ future.
Thinking about changes you have experienced in your role in the last 12 months, to what extent do you agree or disagree with the following statements? (Showing only net ‘agree’ responses (‘slightly agree,’ ‘moderately agree’ and ‘strongly agree’))
Driven by external changes like in government regulations, customer preferences or technologies, workers in CEE feel that their everyday work is evolving. Almost four in ten feel their workload has significantly increased (38%) and they had to learn new tools/technologies to do their job (37%) to a large or very large extent during the last 12 months. Three in ten CEE employees have experienced changes in team structures (31%) and their daily responsibilities (30%) to a large or very large extent.
2. Financial security and job satisfaction are improving, but slowly
Together with constant change, financial struggles can add up to work-related stress. Despite a slight increase in financial security among workers in CEE—from 30% last year to 34% this year—a clear majority (63%) remains financially stressed. However, it’s still a small improvement compared to 67% in 2023, despite a challenging economic environment.
Which of the following best describes your current financial situation?
As for job satisfaction in the CEE region, it is still behind global levels—45% of CEE workers are at least moderately satisfied with their job compared to 60% globally. However, there has been a modest increase from 43% last year, indicating a slow but positive trend for the CEE workforce, enhanced by increasing job quality and compensation.
3. CEE workers are slightly more likely to seek a raise, promotion or change job this year
There are signs of growing assertiveness among employees both in the CEE region and globally. Workers are increasingly willing to advocate for their career advancement and financial well-being. In 2024, 36% of CEE workers are very or extremely likely to ask for a pay raise (up from 34% in 2023), 24% for a promotion (up from 22%), and 22% to change employers (up from 19%). Globally, the trends reflect a similar pattern.
How likely are you to take the following actions within the next 12 months?
4. CEE workers prioritise fair compensation, fulfilment and flexibility in jobs
Being fairly paid is the top priority for CEE employees, with 82% of those who think it’s very or extremely important. Job fulfilment (67%) and flexibility (59%) are next on the list.
Many employers are effectively meeting or exceeding employee expectations in several important areas. More than 60% of CEE employees agree that their current job is challenging (66%), collaborative (64%) and flexible (62%)—exceeding the number of those who consider these characteristics very or extremely important. A similar share of CEE workers (67%) think their current job is fulfilling and consider this very or extremely important.
However, there is room for improvement to align with employee fair salary expectations, with 26% of CEE workers disagreeing their current job is fairly paid against the 62% of CEE workers who see their current job as being fairly remunerated.
How important is it to you that your job is …? (Showing only 'very important' and 'extremely important' responses)
To what extent would you agree or disagree that your current job is…? (Showing only net 'agree' responses)
5. A significant share of CEE workers’ skills remains underutilised
The skills of employees in our region can be used better because some of their talents remain hidden or untapped. Just over half (51%) of CEE employees strongly or moderately agree their current job duties align with their skill set and expertise. Also, 43% say they have opportunities to demonstrate the full breadth of their skills at work, while 35% report they have skills that are not clear from their qualifications, job history or job titles. These insights highlight an opportunity for organisations to better leverage the diverse skill sets within their workforce and help employees embrace their talents more broadly.
Regarding your current role, to what extent do you agree or disagree with the following statements? (Showing only ‘moderately agree’ and ‘strongly agree’ responses)
6. GenAI adoption among CEE workers is still in its early stages
Workers in Central and Eastern Europe are just beginning to adopt GenAI technologies and explore their benefits. Although 46% of employees in CEE say they’ve used GenAI at work at least once in the past 12 months, far fewer are using it regularly. In total, 21% of CEE workers use GenAI on a daily, weekly or monthly basis in their professional activities. However, almost half (49%) of workers in the region have never used GenAI at work.
Global data shows a notably higher frequency of GenAI usage at work, with 12% of workers using it daily compared to 4% in CEE and 16% using it weekly versus 9% in our region.
In the past 12 months, how frequently, if at all, have you used generative AI tools (e.g. ChatGPT, DALL-E) for work?
7. CEE workers who use GenAI believe it will enhance efficiencies and upskilling but recognise risks of bias, misinformation and potentially negative impacts on the nature of their work
Last year, CEE respondents revealed their neutral attitudes towards AI. The most popular response, supported by 29%, was ‘I don’t think AI will impact my job.’
This year, after almost half of CEE workers had an opportunity to use GenAI at least once, they are more aware of its benefits and risks. A significant part of employees in CEE who have used GenAI share positive expectations about the increased efficiencies in their time at work and the job security that these tools can bring. However, many are also well aware of GenAI’s potential negative impacts on jobs. Difference in the intensity of these responses and those of a year ago shows that using GenAI tools can bring workers more understanding of this technology and its potential to drive business value and innovation.
| 2023 | 2024 |
| CEE workers expected that in the next five years: | CEE workers who have used GenAI think that: |
20% AI will help increase their productivity/efficiency at work |
47% GenAI will increase efficiencies in their time at work in the next 12 months |
20% AI will create opportunities for them to learn valuable new skills
|
65% GenAI will create opportunities for them to learn new skills |
9% AI will replace their role |
39% GenAI will increase their job security in the next 12 months |
13% AI will change the nature of their work in a negative way |
38% GenAI will change the nature of their work in a negative way |
Besides being confident in GenAI’s positive impact on work efficiencies, opportunities to learn new skills and job security, some CEE employees who used GenAI believe it will increase their salary (41%). Our global AI Jobs Barometer, which examined half a billion job advertisements from 15 countries to uncover AI’s impact, reveals findings in line with CEE workers’ expectations. It was identified that sectors more exposed to AI are experiencing almost fivefold (4.8x) greater labour productivity growth. The report also found that jobs requiring AI skills carry up to a 25% wage premium in some markets.
CEE workers who have used GenAI are mostly aware of the technology's potential risks. Out of them, 42% think GenAI will provide incorrect or misleading information that seems credible to them, and 39% agree GenAI will increase bias in their organisation. It means employees are aware of critical issues of both responsible and effective use of technologies and may have a need for mechanisms to mitigate these risks.
How can employers help?
While workers in CEE are ready for change, they may lack a clear picture of what’s happening in their organisation and what’s expected of them. Employers must step in to help workers navigate these changes and become co-drivers in the transformation process.
Crucially, understanding what CEE workers themselves are thinking will help employers empower employees to do their jobs better. The survey finds that CEE workers prioritise pay aligned with performance, better technology or tools, work-life balance and more opportunities for advancement as key factors that can enhance their job performance.
Which of the following changes at work, if any, would most help you to perform your job better? (% ranked within top 5)
To connect leaders’ ambitions with a workforce that is ready and equipped for change, employers must create a transformation strategy, which has listening to workers as one of its cornerstones. To support this, we have outlined four key directions of how employers can help CEE workers adapt to constant change and address employee hopes and fears. These strategies aim to provide employees with opportunities to develop skills, equip them with essential tools and create conditions for them to thrive during transformation.
1. Focus on employees’ competencies and upskilling to improve their confidence, job satisfaction and security, while retaining talent
Across many responses in the survey, respondents in CEE emphasised the critical role of upskilling opportunities. When looking at responses to questions about career moves, such as seeking a pay raise and promotion, job satisfaction and security or upskilling opportunities, CEE employees with specialised training are more confident than others without specialised training.
How satisfied are you with your job? (Showing only 'moderately satisfied' and 'very satisfied' responses)
How likely are you to take the following actions within the next 12 months? (Showing only 'very likely' and 'extremely likely' responses)
How confident are you about your job security over the next 12 months? (Showing only 'very confident' and 'extremely confident' responses)
In addition, opportunities to learn new skills are crucial for retaining talent in CEE and globally. For 36% of CEE workers, opportunities to learn new skills would influence their decision to stay with their current employer to a large or very large extent. Globally, it’s almost half of workers (47%).
Over half (55%) of CEE employees agree their employers provide them with adequate opportunities to learn new skills that will be helpful for their future careers. However, many don’t feel the same. Workers with specialist training are twice as likely to agree their employer provides adequate upskilling opportunities as those without such training. This suggests that there are employees who feel left behind and employers might consider improving the reach of their upskilling programmes.
To what extent do you agree or disagree with the following statement: My employer provides me with adequate opportunities to learn new skills that will be helpful for my future career? (Showing only net ‘agree’ responses)
New skills are an important aspect of transformation, but what about existing skills in the CEE workforce? Employees in the region feel that some of their skills are underutilised or hidden from plain sight. Are those skills critical for transformation? Will they be necessary for the future? Business leaders have to develop better strategies to identify and leverage these hidden talents to enhance productivity, as well as workforce engagement and performance.
Also, there is a connection between skills and financial security. The results show that CEE workers with specialised training are more likely to be financially secure than those without—39% versus 28% (globally: 52% vs 31%). These figures also reveal a regional disparity, with CEE workers generally less financially secure than the global average.
Potential actions for leaders
Define future competency needs, identify gaps and develop relevant upskilling opportunities in line with strategic needs.
Reward upskilling progress and redefine career paths—so they are linked with upskilling opportunities.
Apply a skills-first approach in talent management to unlock hidden talent pools and support talent mobility and redeployment by revising recruitment, performance and development criteria.
2. Embrace technological solutions to ease workplace pressure and drive professional growth
A significant share of time (39%) spent on administrative activities is seen as inefficient by CEE workers. According to the 27th Annual Global CEO Survey, chief executives in CEE also agree with this, with 41% of the time being spent inefficiently. This suggests a need for better management practices and technological solutions.
CEE employees know that technology can make a difference in improving their performance. GenAI is one such technology, and although its adoption in CEE is still in its early stages, businesses can take specific steps to overcome barriers and effectively utilise GenAI.
Most often, CEE workers don't use GenAI because they don't see its relevance in their line of work (36%), are sceptical about its career benefits (21%) or don't know how to use it (20%). These barriers can be addressed through comprehensive training programmes and upskilling.
Some barriers to GenAI adoption come from the employer side, such as employees not having access to the necessary tools (22%) and are prohibited from using GenAI (10%). Such restrictive measures without the provision of alternatives can discourage innovation and potentially put a company behind competitors who have embraced GenAI.
Which of the following best describes why you have not used generative AI at work?
CEE workers who have used GenAI are well aware of the benefits GenAI can bring to efficiencies, finances and job security, which they expect to increase. Also, around six out of ten employees see GenAI’s considerable potential to enhance skills (65%), creativity (62%) and work quality (58%). Nevertheless, around four in ten are notably concerned about bias (39%), misinformation (42%) and negative impact on the nature of their work (38%)—and that needs to be addressed.
Potential actions for leaders
Encourage workers to experiment with GenAI tools to optimise work processes and innovate.
Implement training programmes to help guide employees in the GenAI landscape to address misconceptions, demonstrate career benefits and educate workers to use these tools.
Establish frameworks for using GenAI to mitigate potential risks (particularly cyber risks) and create an ethical and responsible culture of using technology.
Showcase success stories and provide clear pathways on how GenAI can enhance skills and career growth.
3. Communicate changes and engage employees to drive transformation
Feeling the accelerated pace of change and witnessing their organisations transform, employees need to understand why it’s happening. This understanding prepares them to adjust and actively participate in driving transformation. However, a significant share of workers in CEE don’t understand the reason for change—and this can affect their productivity and morale.
Both CEE workers and their employers recognise that changes in government regulation, customer preferences and technology impact their jobs. However, the intensity reported by workers is lower than that cited by CEOs in the region—particularly on technological change. CEE business leaders are 1.8 times more likely to cite technological change as having a large or very large impact.
Bridging this perception gap is a critical stage of an organisation's transformation. Leaders must prioritise transparent and regular communication about why changes are happening and how they will influence the company’s strategy, operations and daily tasks. Every employee has a role in transformation, and they have to be well-informed, connected and motivated to enact it at all levels.
The quality of communication with employees is important for success—and feedback can help improve messages and channels. Also, engaging different levels of leaders or managers may help spread key messages more effectively, while adjusting them to specific contexts.
Potential actions for leaders
Approach internal communication and change management proactively by dedicating adequate resources and using channels and messages targeted to different groups. This will address employees’ fears, considerations and expectations about changes and help keep them motivated.
Engage ‘change ambassadors’ throughout the organisation to give employees opportunities to influence decisions and contribute to change.
Communicate all people-related processes effectively, as transparency is important from both regulatory and workforce expectation perspectives.
4. Build resilience and invest in well-being to help workers cope with stress
Amid significant changes in the business environment, the workforce's ability to adapt and recover from work-related stress is extremely valuable. Resilient employees can handle transformation challenges effectively while maintaining high motivation and well-being.
Many CEE workers feel overwhelmed by the rapid pace and magnitude of changes and the increasing number of tasks. To help workers manage these increasing flows, employers can assess the current distribution of tasks and encourage redistribution or engage technologies to handle part of the workload. Work-related pressures can also be decreased by setting realistic expectations and aligning them with employees' capabilities.
Effective prioritisation and time management allow employees to focus on critical tasks without feeling overwhelmed. Also, it’s important to implement flexible arrangements and reserve some time for breaks and downtime to maintain workers’ work-life balance. Well-being can help boost morale, increase motivation and prevent burnout—so leaders should target this sphere in their strategies.
Financial struggles are also what bothers CEE employees, as a significant number of them (63%) feel financially stressed. The approach to well-being policies is becoming holistic, including not only physical and mental aspects, but also social, financial (including financial education) and environmental.
CEE workers are increasingly aware of and expect corporate environmental responsibility. More than half of them think their employer has a responsibility to reduce their environmental impact—and this number grew from 45% last year.
Potential actions for leaders
Reevaluate business models and organisational structures, redefining and redistributing tasks, as technology solutions are implemented.
Educate employees on time management and technological tools to enhance productivity and manage workloads.
Prioritise workers’ well-being and implement initiatives that promote physical and mental health.
Offer financial wellness programmes that provide education on budgeting, saving and managing debt.
Provide access to support services such as employee assistance programmes that can offer counselling and resources for managing financial stress.
About the survey
In March 2024, PwC surveyed 56,600 individuals across 50 countries and territories who are in work or active in the labour market. The sample was designed to reflect a range of industries, demographic characteristics and working patterns. The CEE region was represented by 3,000 respondents from four countries.