Employee burnout and AI-driven change put pressure on employers

Although the majority of employees feel adequately equipped to meet the demands of their current roles, concerns about job security and future career opportunities remain widespread.

These are among the key findings of ManpowerGroup’s 2026 Global Talent Barometer, which surveyed 13,918 employees across 19 countries, examining three fundamental dimensions of the employee experience: wellbeing, job satisfaction and confidence in career prospects.

The overall global positive sentiment score stands at 67%. However, significant differences emerge beneath the headline figure, as professional competence does not necessarily translate into a sense of job security, while remaining in a position does not always indicate high levels of satisfaction.

Six in Ten Employees Experience Workplace Burnout

Workplace wellbeing remains one of the most significant challenges facing businesses. According to ManpowerGroup’s research, the global wellbeing score stands at 64%, while six in ten employees report experiencing professional burnout.

The findings highlight the importance of working conditions, workload management and the support businesses provide to their workforce. Daily work organisation, clearly defined responsibilities, the management of periods of increased workload and work-life balance all have a direct impact on the employee experience.

At the same time, the introduction of artificial intelligence tools is creating new demands. Familiarity with emerging technologies requires time, training and guidance, making it essential for businesses to support employees as they adapt to these changes.

43% Fear Automation Could Replace Their Jobs

The global job satisfaction score stands at 62%. Meanwhile, 89% of respondents believe they possess the skills required to meet the demands of their current positions.

However, confidence in existing professional capabilities does not eliminate concerns about the future. In particular, 43% of employees fear that automation could lead to their jobs being replaced within the next two years.

This contrast highlights one of the key challenges facing today’s labour market: employees may feel capable of fulfilling their current responsibilities but remain uncertain about how their roles will evolve in the future.

The same context has given rise to the phenomenon known as “job hugging”, referring to employees’ tendency to remain in their existing positions primarily for reasons of job security, even when career development prospects or job satisfaction fall short of their expectations.

According to the Barometer, 64% of employees say they intend to remain with their current employer in the near future. However, this does not necessarily mean that their decision is driven by high job satisfaction or strong prospects for professional development.

Clearly defined responsibilities, opportunities to apply existing skills, regular feedback and the possibility of taking on greater responsibilities are among the factors that can influence both job satisfaction and employees’ long-term relationship with their employers.

High Confidence, but Limited Participation in Training Programmes

The career confidence score records the highest performance among the survey’s three main indicators, reaching 73% globally.

At the same time, fewer than half of employees have participated in some form of skills training over the past six months. This finding highlights the persistent gap between the need to adapt to changing conditions and actual participation in training and development initiatives.

Skills development is becoming increasingly important in an environment where artificial intelligence is gradually transforming the content of numerous professional roles. Understanding the capabilities and limitations of AI tools, evaluating their outputs and using them responsibly are now essential elements of professional preparedness.

For businesses, the challenge extends beyond the introduction of new technologies to preparing their workforce to use them effectively. Training programmes, mentoring by experienced professionals, regular feedback and opportunities for internal mobility can all help strengthen employee confidence.

Emerging Priorities in the Labour Market

The findings of the 2026 Global Talent Barometer underline that the evaluation of a job is no longer limited to remuneration or the nature of the work itself. The working environment, workload management, opportunities to apply existing skills and career development prospects are also fundamental components of the overall employee experience.

At a time of technological change and heightened uncertainty, employee retention and development are increasingly linked to businesses’ ability to provide clear career pathways and meaningful learning opportunities.

In this context, ManpowerGroup Greece highlights the importance of connecting employees with professional opportunities that match their skills, experience and ambitions. Through its recruitment services, specialised consultants and job-search platform, the company supports both candidates and organisations in adapting to the evolving needs of the labour market.

Continuous learning and the development of new skills are therefore emerging as critical factors for career progression. The challenge for both employees and employers is to establish a framework that combines productivity and adaptability with workplace wellbeing and long-term career prospects.