Artificial intelligence is increasingly affecting the labor market situation in Poland. Nearly 70% of employees declare that AI makes it easier for them to complete tasks, but only 33% of employers see an increase in efficiency thanks to its use. At the same time, 48% of employees are concerned about the future of their jobs in the face of automation. The Randstad Workmonitor 2026 study also shows growing pressure to adapt competencies. 48% of workers in Poland expect part of their tasks to be automated in 2026. This means that the need to adapt, alongside the risk of being replaceable, is becoming one of the key challenges in our labor market. Employee sentiment also shows that a sense of job stability is increasingly built through relationships with supervisors and work autonomy.

Technological paradox: AI widespread at work, but treated with skepticism

64% of Polish women and men feel that their work is made easier thanks to the availability of AI tools (62% globally). Over the past year, however, only 38% of employers in Poland declared implementing these technologies in their companies (vs. 63% worldwide). This shows that we are significantly below the global average. Nearly every second employee declares low AI involvement in daily tasks, but only 41% indicate that they can develop skills in using these tools. At the same time, Polish employers remain quite skeptical: only 33% see an increase in efficiency thanks to the implementation of artificial intelligence.

Nearly half of surveyed employees in Poland fear that technology will replace them (48% vs 41% globally). Among Generation Z, as many as every second respondent predicts such a risk. At the same time, 20% of surveyed companies in Poland intend to limit recruitment for junior positions in 2026. Worldwide, this share is nearly twice as high at 38%.

Trust as the currency of growth: leaders as guides in times of uncertainty

Globally, as many as 95% of companies forecast growth for their businesses in 2026, yet only half of talent share this enthusiasm. In Poland, 70% of leaders say their organization will be on a growth path in 2026. Optimism among employees is lower than among employers, but still a majority—nearly 60%—believe their company is developing in the right direction (51% globally).

The development of technology and business growth translates directly into the need for adaptation under economic pressure. Employee development within organizations is strongly influenced by trust in management, and direct relationships between employees and supervisors are particularly important here. 72% of respondents in Poland trust that their boss takes their well-being into account. 7 out of 10 employees rely on their supervisor on professional development issues, and 61% see their manager as someone who adapts industry changes in the workplace. This is an increase compared with 2025 in all these areas by 5 to 10 percentage points.

However, differences in building trust between boss and employee are visible across generations. On average, 63% of Poles declare that they feel a stronger bond with their boss than with the company, while in Generation Z only 55% of respondents think so.

Most employees do appreciate this diversity of perspectives across generations, and it additionally motivates management: as many as 81% of employed Poles admit that generational diversity genuinely increases their productivity (78% globally). The process of knowledge circulation between generations is actively supported by management according to 75% of employees in Poland.

– Trust in supervisors in Poland is growing because the labor market is entering a phase of informal change in the psychological contract. Technological and economic challenges mean that direct managers are increasingly playing the role of “translators of reality” between company strategy and employees’ daily tasks. In conditions of high uncertainty, automation pressure, and dynamic competency changes, trust in one’s supervisor becomes a key organizational resource. Employees no longer ask whether the company will survive, but whether their boss will help them maintain value in the market. Younger generations sense this change the fastest, which is why they do not invest emotionally in relationships that do not increase their mobility. This is not a crisis of trust, but a rational strategy in a world where competencies become outdated faster than job positions – comments Joanna Kolasa, HR Consultancy Manager at Randstad.

Economic stability remains the main factor in choosing an employer

However, the key foundation on which professional relationships are built remains economic security, which is especially visible at the recruitment stage. Salary is the most important criterion for choosing an employer both in Poland (84%) and globally (82%). Employees in Poland more often emphasize the importance of work-life balance (51% versus 46% globally).

A sense of belonging and the ability to express oneself also remain an important foundation of the bond with the company according to Poles. 35% of respondents declare they would leave a job if they could not be fully themselves in the workplace (27% globally). In Poland, this is particularly important for Generation Z (41% of indications). For 63% of surveyed employees, a sense of belonging in the company positively affects their engagement and effectiveness (57% globally).

A shift in the preferred career model is also becoming increasingly visible in our country. The share of employees opting for a linear model is still high (45% of respondents in Poland, 41% globally). However, changes are being driven by employers: nearly 7 out of 10 now value specific skills and experience more than formal qualifications. 60% of employers in Poland view the traditional career model as outdated.

Work flexibility as a critical benefit and a challenge for managers

The degree of employment flexibility also affects the relationship with the employer. 32% of employees in Poland would be willing to resign from their position if they did not have a certain degree of freedom regarding working time and place. Another important factor is autonomy in independently shaping the way work is performed, including planning activities, deciding on involving other team members, or setting completion deadlines. 34% of respondents declare they would leave their job if they did not obtain such independence.

At the same time, 82% of companies in Poland indicate that greater autonomy leads to increased engagement and talent retention, but 74% also see its negative impact on collaboration and communication within teams. Half of employers claim that employees today expect too much in terms of this independence.

– Autonomy has become the currency of the labor market today, because it allows employees to identify better with the company. If their needs for independence are better met, they feel they have an impact on their own development and that of the enterprise. We often encounter situations where many companies confuse employee autonomy with a lack of control. This leads to chaos or team frustration. True autonomy requires mature processes and clear priorities that reduce the risk of a decline in collaboration quality – comments Joanna Kolasa, HR Consultancy Manager at Randstad.