Rewiring the future of work

PwC’s annual global survey gathers feedback from employees around the world regarding their workplace expectations and experiences. The study – one of the world’s largest, with nearly 50,000 respondents spanning 28 sectors in 48 major economies, including 1,020 respondents in Belgium – covers a broad range of topics, providing valuable insights into the changing dynamics of the global workplace. The findings highlight how employees are responding to major shifts in their working environment and where organisations may need to adapt to meet evolving expectations.

This year’s PwC Global Workforce Hopes and Fears Survey brings fresh perspectives on the relationship between employees and their organisations. It examines trust within organisations, the alignment between individual and organisational values, and the impact of AI on productivity, growth and jobs.

As organisations face new challenges and opportunities, the survey shows differing patterns across countries. Compared to the global average, Belgian employees tend to use GenAI tools less frequently, show lower trust in their leaders and feel slightly less fulfilled in their careers. 

As we delve further into the global survey and the Belgian perspective, we look for ways of addressing the important issues on the minds of everyone in the workplace. How can we improve levels of trust in leaders and organisations? What can we do to better align organisational values with those of the workforce? And, as the impact of AI on productivity, growth and jobs is debated, how can we smoothen the adoption of AI and related technologies? These findings highlight the areas where organisations can take meaningful action to build trust, purpose and engagement among their people. 

Trust in management is critical for motivation and productivity, making this an urgent topic for organisations in Belgium as Belgian respondents show lower levels of trust than the global average for almost all trust-related questions in the survey. 

For instance, in addition to fewer Belgians feeling that they have a capable leadership team compared to the global workforce (46% vs. 56%), Belgian employees also show lower levels of trust in their organisation’s willingness to upskill them 

Closing trust gaps starts with equipping managers to support their teams effectively. This includes having meaningful career conversations, connecting development opportunities to individual motivations and helping employees navigate new technologies without feeling overwhelmed. Measuring where trust breaks down, for example, in perceptions of fairness, communication or support for skill growth, allows organisations to address the most pressing gaps. By focusing on these concrete areas, companies can rebuild confidence in leadership while aligning employee growth with evolving organisational priorities.

Motivation thrives where employees feel safe and see purpose in their work, a factor that becomes increasingly important in times of uncertainty and rapid change. The survey shows that Belgian employees report lower levels of well-being than the global average, and these experiences vary across generations.

For example, when asked whether “my manager cares about my well-being", 45% of Belgian employees agreed, compared with 52% globally. Breaking this down by generation highlights a clear difference: 55% of Baby Boomers in Belgium agreed with the statement, while agreement among younger generations was lower at 44-45%.

The generational differences suggest that supporting employees effectively requires a nuanced approach. Younger employees report lower levels of support and purpose, reflecting both the pressures of early-career development and differing expectations of managerial engagement. Addressing these gaps calls for a systematic understanding of how well-being, engagement and resilience vary across roles and generations. 

Organisations can use these insights to inform workforce strategy: identifying priority areas for leadership development, designing change programmes that balance innovation with psychological safety and shaping learning and development initiatives that build both skills and confidence. Understanding these patterns allows organisations to anticipate where employees may struggle with change and design interventions that foster psychological safety, so employees can navigate uncertainty with confidence. 

Employees are most motivated when they understand their organisation’s values and see how they align with their own. In Belgium, this alignment is a key driver of engagement: 91% of respondents say it is important, with 74% rating it as very important. Generational differences are also notable, with 86% of Baby Boomers considering alignment to be very important, compared to 78% of Gen X, 74% of Gen Z and 70% of Millennials.

Leaders play a crucial role by consistently reflecting organisational values in decisions and everyday behaviours. Organisations can also embed values into key people processes, such as recruitment processes, performance management and recognition frameworks, to ensure they shape day-to-day work. Taking a deliberate approach helps translate values from abstract statements into tangible experiences that guide behaviour and foster a culture where employees understand the purpose behind what they do.

New to our survey this year: the use of advanced statistical methods to explore motivation – the fuel for innovation, reinvention and growth. The results show there are big payoffs in motivation when workplaces build trust, nurture skills and offer meaningful work, strategic alignment and psychological safety. Taken together, these findings suggest leaders should try to co-create the future with their people. We recommend six key actions that can help leaders get started.

• Acknowledge the uncertain future: job security is an important motivator and today’s uncertainty is a big challenge. Acknowledging this reality is crucial to supporting employee confidence and resilience. 

• Address trust gaps: workers who trust their employer are 72% more motivated than those who trust their employer the least.

• Inspire with a clear vision of the future: workers who feel aligned with the leadership’s goals report 78% higher motivation.

• Create skill pathways: workers who feel supported to upskill are 73% more motivated. 

• Motivate to innovate and reinvent: employees who feel safe to speak up, experiment and learn from failure are 72% more motivated than those who do not. 

• Treat security and pay as core motivators: workers under financial pressure or those who feel insecure are less trusting, motivated and candid.

In conclusion, the Belgian results from PwC’s 2025 Global Workforce Hopes and Fears Survey point to both key challenges and opportunities. Strengthening trust and creating environments where employees feel safe to speak up are essential for developing the skills and resilience required for the future of work.

Stay tuned as we continue to explore employees’ Hopes and Fears, uncovering the strategic opportunities that can help organisations shape the future of their workforce.