Identify where your workplace is failing and how to fix it: 5 Anti-Trends for 2025

Each year, countless publications forecast the future of work for the upcoming year. They often highlight trends like Generative AI, the expansion of ESG agendas, and the increasing prevalence of contract workers. However, how many of these predictions consider the years that have not met expectations?

The reality is clear: 40% of workers feel that the world of work is fundamentally flawed. This brings us to the concept of anti-trends, which pinpoint areas where organizations are failing to make progress and provide crucial recommendations to reverse these issues.

Economic scenario: According to the Hays Canada Salary & Hiring Trends Guide 2025, only 28% of job seekers are confident in employment opportunities.

ANTI-TREND #1: THE ANTI-AI SENTIMENT

Artificial Intelligence (AI) was anticipated to transform the workplace, but opinions are now mixed. 

Concerns regarding job displacement, privacy, bias, and transparency have placed AI under intense scrutiny, with younger generations being surprisingly skeptical. 

A survey of nearly 2,000 US students showed that while many are aware of Generative AI (Gen AI) tools, this awareness hasn't led to greater trust or confidence. Less than half believe Gen AI will enhance productivity, and only 17% think it will make hiring more equitable. However, 70% of students agree that Gen AI needs stricter regulation. 

In addition, 85% of employees report receiving no training or support from their employers to adopt AI technologies at work.

How do organizations approach this tipping point for technology?

For John Sampson, Tech Hays Managing director, there are main challenges facing the AI implementation:

“Organizations will increasingly adopt AI-driven solutions to enhance efficiency, decision-making, and customer experiences, making these technologies indispensable in the tech recruitment landscape. It’s important to note, that wide scale integration is still a work in progress though.  

Our clients are leveraging AI in numerous ways to stay ahead in the competitive market. AI is being used for predictive analytics to forecast market trends and customer behaviour, enhancing decision-making processes. In recruitment, AI-driven tools are streamlining candidate screening and matching, significantly reducing time-to-hire. Additionally, AI is being utilized to personalize customer experiences and automate routine tasks, allowing employees to focus on more strategic initiatives. We are seeing some significant developments in the fluidity and ‘humanization’ of AI to integrate into customer journeys but still work to go for it to be widespread across all industries”.

At Hays, our focus is on boosting efficiency through a responsible AI strategy. We ensure robust governance and acknowledge the invaluable human skills our consultants contribute. Our messaging emphasizes how technology can refine and enhance roles, rather than replace them.

ANTI-TREND #2: THE CONTRACTOR MYSTERY

In recent years, we've participated in numerous panels and discussions, encouraging organizations to shift their focus from the type of resource to the actual work that needs to be completed.  

Creating a 'blended workforce' involves leveraging the skills of permanent employees, contractors, freelancers, and consultancies to drive projects and advance organizational goals. While this concept isn't new, many organizations struggle to implement it effectively and efficiently in practice.  

What’s preventing this progress?

1. Cross-border complications: Legislation, taxation policies, and attitudes towards temporary staff vary by region, adding complexity to workforce planning.
2. Organizational design: Responsibility for contractors is often dispersed across procurement, HR, and hiring managers, leading to a lack of cohesion and blind spots in understanding their volume and value. 
3. Tactical deployment vs. Strategic solution: According to Matthew Dickason, Hays CEO, Asia Pacific, many organizations view their contingent workforce as a transactional relationship, using contract workers reactively to cover absences or seasonal peaks, rather than as part of a strategic plan. 

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. 

According to our Hays Canada Salary & Hiring Trends Guide 2025, many organizations are reporting significant skill shortages and an increasing difficulty in filling open positions, which has risen from 34% last year to 44% currently. 

Companies need to invest in development and targeted training, consider contract workers, and focus on resilience through enhanced retention, targeted training, and effective recruitment strategies, particularly at intermediate and management levels.  

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, organizations 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

Organizations are increasingly accused of greenhushing, green crowding, and green shifting, using misleading data and failing to diversify their workforce. Why do so many struggles to commit to and sustain their ESG efforts?

Peter Spence explains that while ESG objectives may negatively impact short-term profitability, they lay the foundation for a resilient and sustainable future. This requires 'big picture' thinking. During prosperous times, organizations can allocate resources to sustainability projects, diversity and inclusion programs, and community engagement. However, in financial downturns, it's tempting to defer these efforts, shifting the burden to future leaders. This inconsistency hampers long-term progress and erodes trust.

How can organizations keep ESG on the agenda, even with tight budgets? Kirsty Green-Mann, our Group Head of Sustainability, emphasizes that ESG should not be seen as an "add-on." Leaders must focus on the absolute priorities for stakeholders and direct resources where they can have the greatest impact.

Some of the most powerful elements of an ESG strategy come from executive buy-in and empowerment, not just financial investment. Employee Resource Groups (ERGs) have made significant strides in areas like Diversity, Equity, and Inclusion (DE&I) and environmental awareness.

Remember, ESG is not a journey any organization can navigate alone. Collaboration with suppliers, local community groups, and education providers is essential. Partnerships with charities can support ESG aspirations, offering mutual benefits such as networking opportunities and meeting spaces.

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

Digital acceleration, alternative work models, and economic uncertainty are transforming the future of work into a mix of opportunities and challenges. However, future leaders might not be fully equipped to handle these changes. 

Challenges:

• Lack of understanding: As multi-generational teams expand; conflicts increase as people struggle to relate to one another. According to the Hays Canada Salary & Hiring Trends Guide 2025, 15% of employees changed jobs due to poor relationships with their managers, and 14% of those planning to change jobs next year due their manager as the reason. 
• Blurred lines: As organizations take stands on global issues, conflicts among coworkers on topics like geopolitical conflicts and political tensions also arise. 
• Distance can be disastrous: Cross-border teams face challenges not only with differing time zones but also with a lack of physical interactions, which can lead to proximity bias and cultural misunderstandings. 

Considering that 70% of the variance in team engagement is determined by their manager, leaders must focus on setting their teams up for success. But where should they concentrate their efforts? 

Jason Dunwell, Head of Solutions at Advisory at Hays, emphasizes the importance of creating a culture of trust. Building psychological safety requires leaders to understand their teams on a deeper level by asking questions that reveal how people think, work best, and what motivates them beyond money. 

“The leaders who take the time to induct new workers in a way that makes them feel comfortable contributing from Day 1 are the ones who will shape teams that challenge the status quo and effectively contribute to the growth of the organization.”

ANTI-TREND #5: FLEXIBILITY IS JUST A BUZZWORD 

Following the coronavirus pandemic, it appeared that the global 'work from home' experiment would permanently transform the workplace. 

With productivity increasing and candidates seeking improved work-life balance, organizations introduced remote-first opportunities, 'workcations,' and global mobility programs. The emphasis was on flexibility to attract and retain essential skills, irrespective of location. 

However, as labor shortages ease in some sectors and economic instability causes career changes to pause, many organizations are reconsidering their strategies. Is flexibility merely a buzzword? 

There is a contrast between regulation and reality. In the United Kingdom, the right to flexible working is now the default from 'Day 1' under the workers' rights package. In China, workers can spread a fixed number of hours per day/week across irregular times. Portugal is considered a pioneer 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 made headlines with their recent efforts to bring workers back to the office. This sentiment 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, parents, and those with chronic health conditions – can we really say that a mandated return offers the best work-life fit for all? Organizations need to ensure productivity is their 'North Star,' empowering people to make decisions based on where they perform most effectively.

Our recommendations for organizations include: 

• Shape a Workplace Value Proposition (OVP): If you’re asking people to return to the office, consider what you’re offering in return. From learning opportunities to better collaboration and networking, show how the office can support personal and professional growth. 
• Enhance existing benefits: Consider how enhanced leave policies and sabbaticals could provide the flexibility workers seek without losing key skills.
• Promote greater autonomy: Flexible working is more than just 'where' work gets done. While location may be critical to your company, could you offer compressed hours, job-sharing, or pop-up offices to give people some control over their careers?

FROM ANTI-TRENDS TO ACTION

From shifting attitudes to bolstering ESG agendas, 2025 will witness organizations striving to counteract the effects of these anti-trends.  

We’re here to help you navigate the challenges ahead. Get in touch today to find out more.