A new survey by Ernst & Young LLP (EY US) reveals a striking tension in how organizations and employees view the rise of “agentic AI” autonomous AI that performs multi-step tasks with limited human supervision. While workers are overwhelmingly enthusiastic about collaborating with these AI agents, pervasive concerns around job security, lack of training and weak leadership communication are undermining progress.
Key findings from the survey
The study, which polled 1,148 U.S. desk workers across six industries at companies with more than US$ 1 billion in revenue, found:
84% of desk-workers are eager to adopt agentic AI in their roles, expecting benefits in productivity, efficiency and work experience.
56% worry about their own job security when working alongside AI agents, and 51% believe their job might become obsolete.
Training and guidance are weak: 85% say they’ve learned how to work with AI agents outside of work hours, while 83% say their knowledge is largely self-taught.
Leadership communication is inconsistent. Employees at organizations with clear AI strategy and communication report 92% positive productivity impact, versus only 62% at those without.
What are the Implications for HR and the Future of Work
For HR professionals and talent leaders, this survey highlights a pivotal moment in the workforce-AI relationship:
- The training imperative.
Employees are clearly ready and eager to adopt AI, but lack of structured training is creating a skills-gap anxiety. HR must lead in designing reskilling programs, not just tech roll-outs. When employees feel they’re “falling behind” (54% overall; 61% non-managers) the risk of disengagement rises.
- Leadership communication shapes outcomes.
The gap between enthusiasm and outcomes is often caused by mixed messages. HR and leadership need to clearly articulate the “why,” “how,” and “what changes for you,” especially to non-manager levels where clarity is lowest. The survey found 21% of employees below VP say their organization has not clearly communicated the AI agent strategy, compared with only 9% of VP+ employees.
- Manager readiness must be addressed.
Managing AI-augmented teams is a new leadership frontier. Over half of people-managers (53%) doubt their ability to supervise AI-augmented teams; 82% believe it will make their roles more complex. HR must build managerial capability as much as individual skills.
- Employee mindset and culture shift.
AI isn’t just a tool, it’s reshaping how work gets done. HR must incorporate this into culture, reward systems, career pathways and employee experience design. The high level of optimism (84%) is a strong foundation, but without supporting infrastructure, it can erode into frustration.
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What are Broader business effects
Beyond HR, the survey points to strategic considerations for businesses:
Unlocking productivity gains. The survey shows 86% of workers already using agentic AI report improved team productivity. But organisations that get training and communication right see much greater benefits.
Managing risk and reputation. With employees worrying about job security, a mismanaged AI roll-out could lead to attrition, decreased engagement or talent flight. The human element remains critical.
Competitive advantage lies in human-AI orchestration. Firms that effectively equip their workforce for hybrid human-AI teams will likely outpace those that simply push technology without human-centred change management.
Talent attraction and retention. A workforce that feels prepared, valued and confident in AI capabilities becomes a differentiator in employer branding in an increasingly competitive market.
Conclusion
The EY survey shows a clear message: workers want agentic AI, but organizations aren’t fully prepared. There’s a lot of enthusiasm, but issues like training gaps, poor communication from leaders, and cultural inertia may reduce the impact. For HR and business leaders, the focus should be on AI readiness. This means equipping people, clarifying roles, and connecting human potential with AI capability. By doing this, organizations won’t just use new tools—they’ll change how work is done and how talent is engaged.
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