This article is part of a recurring series highlighting recent talent mobility industry reports. If you would like the WERC editorial team to consider covering a specific industry report, email mobility@worldwideerc.org.
As organizations face constant technological change and evolving workforce expectations, they’re under growing pressure to achieve results while also focusing on what employees need—not just to do their jobs well, but thrive. Questions around how to structure work, motivate talent, and adapt to emerging technologies like AI are no longer theoretical; they’re urgent and immediate.
The 2025 Deloitte Global Human Capital Trends report reflects this reality, offering research to help business leaders navigate this landscape. Central to the report is the idea of balance—between innovation and stability, human needs and business goals—and how organizations can create environments that support employee growth and strong business outcomes.
Seeking Stability vs. the Pressure to Evolve
The challenges to finding this balance are formidable. Just 6% of the 10,000 business and human resources leaders in 93 countries responding to Deloitte’s survey said their organizations are making great progress in creating “human sustainability,” defined as creating value for all employees connected to the organization.
The survey also found that three-quarters of workers are hoping for greater stability in work in the future, while business leaders are feeling pressure to adapt and evolve. Meanwhile, seven in 10 organizations recognize the importance of balancing agility and stability, yet only four in 10 are doing something meaningful about it.
Are Managers Prepared to Support Employees?
The importance of organizational leadership was highlighted by survey results, yet just 36% of managers felt they lacked preparation for the people-manager parts of their role. An equal number said their organization has not adequately implemented technology solutions to help them perform these roles.
According to Deloitte’s survey, 60% of employees expect their organization to increase their motivation to perform the work they do, while only about a third strongly believe their organizations and managers understand their motivations.
To help their employees grow and develop, management also needs motivation and time, the survey notes. Only about a quarter of organizations surveyed reported that their managers are very or extremely effective at enabling the performance of people on their teams. But that can be explained by managers’ analysis that they only spend 13% of their time developing people on average.
Where Tech Comes In
One of the biggest benefits of technology, such as generative AI, is that it can help take some time-consuming chores off the plates of leaders, allowing them more time for important tasks such as employee development. When integrating new technologies into organizational processes, organizations must consider tools that will boost business performance and employee outcomes, according to Deloitte. Employees are being asked to learn new ways of working and adapt to new technologies. This, however, points back to results that show a disconnect between executives and workers when it comes to stability versus rapid change.
The growing use of AI in the workplace is further complicating efforts to find a balance. Organizations must find a way to help their employees succeed, even as those employees face the reality that AI can assume more and more of their responsibilities. Yet survey results show that leadership is taking a mixed approach and may not be keeping pace with the rate of change. Just over a half of respondents say that they view unlocking the potential of blurring human and tech boundaries as very or critically important.
“People being managed are in need of support more than ever today, due to the shrinking half-life of skills, the impact of AI on jobs, and the increasing pace of change,” the report states. “And new capabilities will need to be developed in light of a changing landscape in the world of work. This suggests that managers may need to take on new roles as well.”
The Talent Mobility Perspective
The shifting landscape of employee-technology-organization relationships precipitated by the rapid advancement of AI and other technologies in the workplace presents challenges and opportunities. Talent mobility professionals are uniquely positioned to bridge the gap between evolving organizational needs and employee expectations.
By championing initiatives that prioritize agility, balanced with supporting employee success and development, talent mobility professionals can help create environments where employees feel supported, motivated, and prepared for change. Investing in managers’ development, leveraging technology to free up time for work that requires deeper thinking, and aligning mobility strategies with individual growth goals are all critical steps in enhancing the employee experience in this new era of work.