PwC’s Global Workforce Hopes and Fears Survey 2025

Being at the forefront of AI Adoption – Managing change fatigue and trust

In Singapore, the adoption of Artificial Intelligence (AI) is gathering momentum, bringing numerous benefits across sectors. At the same time, AI integration presents a complex, dual-faced reality, with challenges that need to be addressed alongside opportunities to reshape the workforce and the way organisations operate today.

According to PwC’s Global Workforce Hopes & Fears Survey 2025, 57% of workers worldwide use GenAI on a weekly or higher frequency, more than double the 26% in 2024. In Singapore, we are seeing daily usage higher than the global average at 31% and the outcomes are promising. In fact, 70% of daily users of Gen AI reported that their productivity has increased moderately or more, compared to 44% for weekly users. 

In the last 12 months, to what extent did AI increase or decrease the following aspects of your job?

This year, organisations actively explored and deployed AI usage in pilot projects. We have seen how GenAI has improved software development, with our 2025 AI Agent Survey indicating that 79% of executives have reported adopting AI within their companies.

Leaders should explore how AI will change the operating model of their company and how that would transform the structure and roles within the organisation. This would provide a roadmap that clarifies what will evolve and what remains uncertain.

It is perhaps unsurprising that respondents in Singapore aged under 28 express the most concern about AI’s impact on their work (at 33%), yet they also show notable curiosity regarding its potential (at 46%).

In such a high-change environment, trust can erode very quickly, making it crucial to build a solid foundation. While openness won’t necessarily guarantee security, it fosters shared understanding and solutions, providing operational stability within teams, especially when decision-making becomes transparent in volatile times.

According to the survey, 39% of Singapore respondents believe that less than half of their current skills will remain relevant in three years’ time. At the same time, only 48% said they have learnt a new skill that benefits their career in the last 12 months.

At a supervisory level, less than half of respondents said that their managers support them to build new capabilities and only 51% agree that they have access to learning and development resources required for their work. Keeping in mind that our conversations with business leaders show upskilling remains a priority for high‑performing organisations, this suggests that while the need for upskilling is recognised, greater effort is still required to strengthen investment and improve the effectiveness of learning execution.

Motivation thrives where employees feel safe and find meaning in their work. These cultural drivers are as critical as technology or skills to sustaining performance and driving innovation, especially in uncertain and rapidly changing environments.

Do you trust your manager and top management in your organisation?

_{Note: Results shown includes respondents who reported that they moderately and strongly agree with the statement of “I trust my manager” and “I trust the top management of my organisation.”
Source: PwC's Global Workforce Hopes and Fears Survey 2025: Singapore edition}

In Singapore, less than half (49%) of employees surveyed agree that they trust their direct managers. That number is even lower (41%) for top management of their organisation. Among employees who responded with a desire to apply for a new job at another organisation, 46% indicate that they are given freedom to try new approaches at work. In contrast, among those who are unlikely to seek a new job, 56% shared that they have the flexibility to innovate.

Managers are not just operational leaders—they are key to turning concept into action. In a culture where employees are less trusted by their managers, employees are more likely to act conservatively and stick to what works, instead of bringing innovation and new solutions to the table.

In times of economic uncertainty, job security becomes a critical motivator. The survey indicates that Singapore respondents (39%) have lower confidence in their job security than their global counterparts (62%). Employees who feel secure in their jobs are far less likely to seek new employment and tend to be more motivated than their peers.

On the other side of the coin, those facing financial challenges are significantly less trusting of their managers and senior leaders and are more prone to fatigue and overwhelm.

Employees who struggle to pay their household bills every month, as well as those who are unable to pay their bills most of the time, claim to be trusting of their managers 26% and 31% of the time respectively. This stands in contrast with those who can pay all their bills comfortably and save, who report trusting their managers 58% of the time.

Ensuring employees feel secure in their jobs through definite and transparent career progression can positively impact performance and well-being.

As Singapore progresses in AI integration, the focus shifts from simply embracing AI to implementing it in ways that uphold trust, motivation and long-term performance. While data from the survey shows clear productivity gains driven by AI, it also reveals rising fatigue, signalling that technology alone cannot drive transformation.

By providing clarity amid uncertainty, empowering employees to upskill, strengthening a culture of trust and addressing job security head-on, leaders can transform AI into an enabler rather than a source of anxiety. Those who strike this balance will unlock AI’s full potential and build a resilient, confident workforce ready for the future. How can you harness AI to not only boost productivity but also enhance the human elements of your organisation?