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null 5 Anti-Trends for 2025: Where the world of work is failing, and how to fix it

5 ANTI-TRENDS FOR 2025: WHERE THE WORLD OF WORK IS FAILING, AND HOW TO FIX IT

Every year, countless publications release their predictions on how the world of work will change over the next 12 months. Most will focus on Generative AI, growing ESG agendas, the rise of contract workers – but how many will reflect on the years that have fallen short of expectations?
 
 
Introducing the anti-trends, identifying where organisations are struggling to make progress and offering essential recommendations to help you turn the tide.
 
 

ANTI-TREND #1: THE ANTI-AI SENTIMENT

Artificial Intelligence (AI) was set to transform the world of work. Now, it’s splitting opinion.
 
Growing tensions around job displacement, privacy, bias and transparency are putting AI in the spotlight - and the tech-sceptics are younger than you may think.
 
A survey of nearly 2,000 students in the US showed that while many are ‘closely familiar’ with Generative AI (Gen AI) tools, it’s not equating to enhanced trust and confidence. Less than half of those surveyed believe Gen AI will increase productivity, and just 17% believe it will make hiring more equitable. Participants were united only in their belief that Gen AI needs to be more strictly regulated, with 70% of students agreeing.
 
How do organisations approach this tipping point for technology?
 
For James Hutt, a consultant at Paradigm Junction, there are two key challenges facing the C-Suite:
 
“The first is that technology is evolving much faster than the rate at which people become senior in an organisation. This means that executive teams are being asked to make decisions about ways of working, operating models and technology stacks with which they’re unfamiliar.”
 
The second relates to the sheer volume of information that’s available on technology, and specifically, Gen AI. Filtering this information and deciding what impact it may have on your organisation requires both time and dedicated expertise.
 
As more organisations integrate AI into their workflows, it’s critical that they shape a clear and accessible narrative that offers clarity on the decisions they make, and the insights that are informing this. “There are multiple, ever-evolving factors that an organisation needs to consider”, adds my colleague, James Milligan.
 
“But one thing you can’t forget is your people. You need to ensure you’re bringing everyone on this journey, leading a visible and vocal change management process so that everyone understands why you’re doing this, how it will impact them, and the data informing your decisions.”
 
Here at Hays, we are focused on driving efficiencies through a responsible AI strategy, with governance in place and a recognition of the important and innately human skills that our consultants bring to the table. Our communication is focused on showing how technology can refine roles, not replace them.
 

 

ANTI-TREND #2: THE CONTRACTOR CONUNDRUM

We’ve seen (and participated in) countless panels and discussions over the last few years that have asked organisations to flip the narrative and focus on how to get work done, rather than the specific resource type needed to complete it.
 
Building a ‘blended workforce’ sees organisations draw on the expertise of permanent employees, contractors, freelancers and consultancies to complete projects and push organisations forward. It’s not a new concept, but it is one that many organisations are failing to translate from theory, into a more efficient and effective reality. What’s preventing this progress?
 
1. Cross-border complications: Legislation, taxation policies and attitudes towards temporary staff vary across regions. These cultural nuances make workforce planning more complex.
 
2. Organisational design: Many organisations ‘scatter’ responsibility for the contractor community across procurement, HR and hiring managers. This lack of cohesion creates blind spots, impacting an organisation’s understanding of the exact volume and value-add.
 
3. Tactical deployment rather than a strategic solution: “Many organisations have historically viewed their relationship with the contingent workforce as a simple transaction,” states Matthew Dickason (Hays CEO, Asia Pacific), and they continue to deploy contract workers in a largely reactive fashion - to cover sickness leave or seasonal peaks, for example.
 
2025 is expected to bring a new wave of platforms and models catering to highly skilled professionals. This offers mutual benefit; widening the scope of talent available while also creating economic ‘growth pathways’ to countries across the global income spectrum.
 
But this choice also brings with it multiple challenges. Top-quality contractors won’t be short of top-quality work, meaning a strong employer brand and contingent value proposition will become critical in the battle for key skills.
 
And as the barriers to entering contract work are dismantled by more accessible platforms, organisations are faced with the challenge of integrating these ecosystems while maintaining “a manageable level of risk,” adds Rob Moffat, Global Head of Solutions here at Hays.
 

 

ANTI-TREND #3: COMMITMENT TO ESG NEEDS TO BE SUSTAINABLE

ESG efforts have become a cultural and political battleground, with organisations accused of greenhushing, greencrowding and greenshifting, deploying misleading data and failing to diversify their workforce.
 
Why are so many organisations failing to set out – and sustain – their commitment to ESG?
 
As Peter Spence explains, many of these ESG objectives will result in a negative impact on profitability in the short-term, but will lay the foundations for a resilient and sustainable business in the future.
 
It requires ‘big picture’ thinking. During periods of economic prosperity, many organisations can do just that, allocating resources towards sustainability projects, diversity and inclusion programmes and community engagement efforts. But in times of financial strain, it’s tempting to “kick the can down the road”, says Spence, shifting the burden onto future executives. This inconsistency not only hampers long-term progress, but also erodes trust.
 
So how can organisations keep ESG on the agenda, even when budgets are tight? For Kirsty Green-Mann, our Group Head of Sustainability, it’s critical to ensure that ESG is no longer seen as an “add on.”
 
“When cash flow is restricted, leaders need to shift focus. The C-Suite must ensure they understand the ‘absolute’ priorities for stakeholders and direct the organisation to where it can deliver the greatest impact, relative to the financial resource available.
 
Some of the most powerful elements of an ESG strategy aren’t the result of a ‘cash injection’ from above, but rather the empowerment that comes from executive buy-in to a movement. Employee Resource Groups (ERGs), have made incredible strides in areas such as Diversity, Equity and Inclusion (DE&I) and ensuring greater environmental awareness.”
 
And remember, ESG isn’t a journey that any organisation can navigate alone. Organisations should look to learn from others and collaborate – whether that be with suppliers, local community groups or education providers. There are benefits to both parties; organisations could consider partnering with a charity to support their ESG aspirations, and in return, offer ‘in-kind’ support, including networking opportunities or meeting space.”
 

 

ANTI-TREND #4: LEADERS AREN'T TRAINED FOR THE CHALLENGES AHEAD

Digital acceleration, alternative work models, economic uncertainty – the future of work is a fusion of opportunities and challenges. But tomorrow’s leaders aren’t ready.
 
As James Hutt outlined earlier, many senior executives are making complex decisions on tech stacks and operating models – with varied understanding of the impact or outcomes they can expect.
 
But that’s not the only difficulty they’ll face:
 
  • A lack of understanding: As multi-generational teams grow, so too does the volume of conflict, as people struggle to relate to one another.
  • Blurred lines: As organisations increasingly take a stand on global issues, conflicts between coworkers on subjects such as geopolitical conflict and political tensions also arise.
  • Distance can be disastrous: Cross-border teams mean not only differing time zones, but also a lack of physical interactions that could lead to proximity bias, as well as cultural nuances that could become a source of conflict.
 
When you consider that 70% of variance in team engagement is determined solely by their manager, leaders need to ensure they are setting their teams up for success – but where should they focus their efforts?
 
For Jason Dunwell, Head of Solutions at Advisory here at Hays, it’s about creating a culture of trust. Building psychological safety requires leaders to get to know their teams on a deeper level – so you need to ask questions that help you understand how people think, how they work best and what motivates them beyond money.
 
“The leaders who take the time to induct new workers in a way that allows them to feel comfortable contributing from Day 1 are those who will shape teams that challenge the status quo and effectively contribute to the growth of your organisation.”
 
 

ANTI-TREND #5: FLEXIBILITY IS JUST A BUZZWORD

In the wake of the coronavirus pandemic, it seemed as though the worldwide ‘WFH’ experiment would fundamentally alter the world of work.
 
As productivity soared and candidates went in search of a better work-life balance, organisations responded with remote-first opportunities, ‘workcations’ and global mobility programmes. The focus was firmly on flexibility to attract – and retain – the skills needed, regardless of location.
 
But with labour shortages easing in some industries, and economic turbulence putting career changes on hold, many organisations are taking the opportunity to adjust their approach. Is flexibility just a buzzword?
 
A contrast exists between regulation and reality. In the United Kingdom, a right to flexible working is now the default from ‘Day 1’ under the workers’ rights package. In China, workers are able to spread a fixed number of hours per day/week across irregular times. Portugal are considered ‘pioneers’ in flexible working, with parents entitled to home working ‘without having to negotiate with their employer.’
 
However, global businesses like Amazon, Dell and Goldman Sachs have all hit headlines in their recent efforts to get workers back to the office. And it’s a sentiment that is seemingly shared across the C-Suite. A recent survey by KPMG found that 8 in 10 CEOs believe remote arrangements will be ‘dead’ in three years or less.
 
Bianca Stringuini joined me to reflect on the rising pressure to return:
 
“It feels like many senior executives equate productivity with physical presence in the office, but that’s simply not reflective of how all people perform at their best.”
 
Consider the carers, the parents, those who struggle with chronic health conditions – can we really say that a mandated return offers the best work-life fit for all? Organisations need to ensure productivity is their ‘North Star’, empowering people to make decisions based on where they perform most effectively.
 
Our recommendations for organisations include:
 
  • Shape a Workplace Value Proposition (OVP): If you’re asking people to come back to the office, you need to consider what you’re offering in return. From learning opportunities to better collaboration and networking, show people how the office can support their personal and professional growth.
  • Enhance existing benefits: Consider how enhanced leave policies and sabbaticals could give workers the flexibility they are searching for, without losing key skills.
  • Promote greater autonomy: Flexible working is more than just ‘where’ work gets done. Location may be critical to your company, but could you offer compressed hours, job-sharing or pop-up offices, to give people some control over their career?

 

FROM ANTI-TRENDS TO ACTION

From evolving attitudes to strengthening ESG agendas, 2025 will see organisations attempt to reverse the impact of these anti-trends.
 
We’re here to help you navigate the challenges ahead. Get in touch today to find out more.

 

AUTHOR

Nigel Kirkham
CEO, Enterprise Solutions at Hays

Nigel Kirkham has spent the last 30+ years driving growth in major global businesses. A strong, transformative Chief Growth Officer, he brings a Big 6 Consulting Partner background as well as large-scale BPO and outsource business experience. A blend of strong business acumen and C-level operating experience help deliver high revenue growth and business expansion.

His most recent positions include TMF Group, the global Financial Services business where he sat on the ExCo as Chief Client Officer; Avanade, the JV between Accenture and Microsoft, a global tech giant and largest implementor of Microsoft technology in the world, where he was Global Head of Sales; CSC (Computer Science Corporation), the tech giant (now DXC Technology), where he ran several Industry Verticals, including Financial Services, Retail & Consumer Goods, Transport and Technology.

Prior to this he ran Xansa’s consulting business in the US, where he was based in New York. He also spent 12 years in KPMG Management Consulting, the last 5 years as a Partner in KPMG Consulting in the UK. In this role he also spent 4 years in the Middle East, setting up and running KPMG’s business in the Lower Gulf, where he was based in Abu Dhabi.