As artificial intelligence (AI) and automation continue to transform the workplace, they are also reshaping how workers perceive the future of their professions. While these technologies promise unprecedented productivity gains, they also give rise to a new form of workforce concern: occupation insecurity.
At PwC, we work with organisations to navigate this rapidly shifting landscape, supporting leaders in developing AI strategies that drive business value, empower employees and foster a culture of continuous learning. According to the recent iVox survey on Bridging the AI Gap, around 40% of workers have yet to engage with AI tools, leading to missed opportunities for productivity gains. Although AI is becoming more widespread in workplaces, a significant part of the workforce has yet to adopt these technologies. To fully unlock the potential of AI, it is crucial to implement AI tools and foster an AI-driven culture. As technology evolves at a rapid pace, the gap between proficient AI users and those unfamiliar with these tools continues to grow. Successfully managing this transformation requires more than just digital skills—it demands empathetic leadership, strategic foresight, and a comprehensive understanding of emerging workforce risks.
From job insecurity to occupation insecurity
Traditionally, workforce anxiety has centred on job insecurity, i.e. the fear of losing your current position. But with AI accelerating the pace of change across entire professions, a broader concern is emerging: occupation insecurity.
This new term refers to concerns about the long-term viability of your profession in the face of technological change. It captures two dimensions:
Global occupation insecurity: fear that your entire occupation may disappear.
Content occupation insecurity: concern that the core nature or tasks of your role may change significantly.
Unlike job insecurity, which might be resolved by finding a similar role elsewhere, occupation insecurity may require individuals to retrain or transition entirely. For example, administrative support staff worried about losing their current position experience job insecurity while administrative support staff who fear that AI will eliminate the need for their profession altogether are facing occupation insecurity.
Why leaders should pay attention
Occupation insecurity is widespread, as well as being psychologically and organisationally impactful. Recent studies show us:
Younger workers
are more likely to experience occupation insecurity
Effects include
lower job sattisfaction, reduced engagement, increased burnout and higher turnover intentions
These insights make it clear: AI-driven change is not just technical, it’s human. And organisations that fail to address the human side of transformation risk losing talent and trust.
Leading through occupation insecurity: What forward-looking organisations are doing
At PwC, we help leadership teams address occupation insecurity as a core principle, not as a side effect of transformation. Our approach focuses on equipping leaders with the mindset, tools and strategies to build trust, support upskilling and lead responsibly through change.
1. Rethinking leadership development
We design workshops, coaching sessions and development centres that prepare leaders to work alongside AI. This includes building technical literacy (i.e. understanding what AI can and can’t do) as well as developing core human skills like empathy, creativity and adaptability. Leaders learn not only to interpret AI-generated insights but also to translate them into action within their teams.
2. Supporting change management for automation projects
Successful adoption of AI starts with people. We tailor our change management services to the unique challenges of automation, helping leaders articulate a compelling vision, build coalitions for change and engage employees throughout the transformation journey.
3. Reshaping organisational culture
Embedding AI in the workplace means more than upgrading systems, it means evolving mindsets. We help organisations create cultures that welcome innovation by involving employees in the process. We make AI tangible and beneficial through vision workshops, listening sessions and change ambassador programmes that emphasise how AI can remove tedious tasks, support better decisions and unlock growth.
4. Embedding ethics and transparency
Responsible AI use is critical to building employee trust. We guide leaders on issues such as algorithmic fairness, data privacy and transparency in AI-driven decisions. We also support the establishment of oversight committees and ethical frameworks to ensure accountability and inclusivity.
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A strategic imperative for the future of work
Occupation insecurity underscores the need for a new kind of leadership: one that combines business acumen with human insight. At PwC, we believe that the leaders who thrive in the age of AI are those who embrace technology as an enabler, not a replacement.
It is important to act now. By addressing occupation insecurity head-on, organisations can not only future-proof their workforce while building a more engaged, resilient and innovative culture.
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