The U.S. Workplace Anti-trends of 2025: Top 5 Challenges and Fixes

Every year, numerous publications predict how the world of work will evolve over the next 12 months. Most focus on Generative AI, expanding ESG agendas, and the rise of contract workers. But how many reflect on the years that have fallen short of expectations?

The truth is undeniable: two in five workers believe the world of work is fundamentally broken. Introducing the anti-trends, which identify where organizations are struggling to make progress and offer essential recommendations to help turn the tide. 

Economic scenario: Only 28% of job seekers are confident in employment opportunities, as noted in the Hays U.S. Salary & Hiring Trends Guide 2025.

ANTI-TREND #1: The anti-AI sentiment

Artificial Intelligence (AI) was expected to revolutionize the workplace, but opinions are now divided.

Concerns about job displacement, privacy, bias, and transparency are bringing AI under scrutiny, and the skeptics are younger than you might think.

A survey of nearly 2,000 US students revealed that while many are familiar with Generative AI (Gen AI) tools, this familiarity hasn't translated into increased trust or confidence. Less than half believe Gen AI will boost productivity, and only 17% think it will make hiring more equitable. However, 70% of students agree that Gen AI needs stricter regulation.

Additionally, 79% of employees report receiving no training or support from their employers to adopt AI technologies at work (Hays U.S. Salary & Hiring Trends Guide 2025).

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 journey, but still work to go for it to be widespread across all industries”.

At Hays, we prioritize enhancing 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

Over the past few years, we've engaged in numerous panels and discussions urging organizations to shift their focus from the type of resource to the actual work that needs to be accomplished.

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?

• Cross-border complications: Legislation, taxation policies, and attitudes towards temporary staff vary by region, adding complexity to workforce planning.

"Considering the complexities of cross-border legislation and taxation policies, U.S. organizations can effectively manage a blended workforce that includes contractors, freelancers, and consultancies by creating and continually promoting an authentic employer brand. This involves highlighting company values and culture, promoting opportunities, sharing success stories and testimonials, and tailoring a Contingent Value Proposition (CVP) journey that includes worker flexibility, work-life balance, competitive pay, and benefits.” Aaron Wolfson, Hays U.S. Sr. Director, Enterprise Accounts.

"Skills deficits in some countries can delay projects and impact operations. Sourcing talent internationally can reduce costs and bring fresh perspectives. Nearshoring offers easier cultural integration, while offshoring provides greater cost savings, with the benefits of limited time differences and cultural match. Mexico and Colombia are currently prime locations for nearshoring,” adds Axel Dono, Senior Vice President (SVP) Enterprise Solutions, Americas.

Learn more about Destination Talent: Colombia

• 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.
• 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.

Many organizations are reporting significant skill shortages and an increasing difficulty in filling open positions, which has risen from 37% last year to 45% currently. (Hays U.S. Salary & Hiring Trends Guide 2025). 

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. Also, Aaron Wolfson mentions that with the anticipated rise of new platforms and models for highly skilled professionals by 2025, U.S. organizations can build a strong employer brand and contingent value proposition to attract and retain top-quality contractors by prioritizing contingent workers. This includes investing in surveys and continuous improvement methods, providing access to training, technology, and support for growth, and recognizing and sharing their successes 

Do you know what are the workforce strategies of 2025? Learn about them here

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.

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 shaping the future of work into a blend of opportunities and challenges. However, tomorrow’s leaders may not be fully prepared.

Challenges:  

• Lack of understanding: As multi-generational teams expand; conflicts increase as people struggle to relate to one another. According to the Hays U.S. Salary & Hiring Trends Guide 2025, 16% of employees changed jobs due to poor relationships with their managers, and 19% of those planning to change jobs next year cite 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?

Jessica Smith, Hays Americas Chief People Officer, underscores the importance of leaders being equipped to handle the rapid digital acceleration and the rise of alternative work models. She suggests that U.S. leaders should adopt strategies such as upskilling and reskilling employees to adapt to new technologies, implementing hybrid work models that support work-life balance, and utilizing digital tools for seamless collaboration. Additionally, prioritizing employee well-being, leveraging data, and adapting leadership styles are crucial for effectively navigating these changes.

With the increasing prevalence of cross-border teams and the potential for proximity bias and cultural conflicts, fostering a culture of trust and psychological safety is essential. Jessica Smith recommends promoting open communication through transparent dialogue and cultural sensitivity training. Implementing inclusive practices to ensure diverse leadership and equitable opportunities for all team members is also vital. Furthermore, prioritizing psychological safety by creating safe spaces for employees to voice concerns and offering mental health resources can significantly enhance team engagement and productivity.

ANTI-TREND #5: Flexibility is just a buzzword

In the wake of the coronavirus pandemic, it seemed that the global 'work from home' experiment would fundamentally change the world of work.

As productivity soared and candidates sought better work-life balance, organizations responded with remote-first opportunities, 'workcations,' and global mobility programs. The focus was firmly on flexibility to attract and retain the necessary skills, regardless of location.

However, with labor shortages easing in some industries and economic turbulence putting career changes on hold, many organizations are re-evaluating their approach. Is flexibility just 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.

Jessica Smith, Hays Americas Chief People Officer, addresses the challenge of balancing physical presence with the flexibility that many workers now expect. “At Hays, we have successfully implemented a hybrid work model that 76% of our colleagues feel provides the necessary flexibility. Key to their approach is the creation of anchor days within the hybrid schedule, ensuring that when employees are in the office, they have meaningful interactions with their colleagues. This is complemented by encouraging employees to schedule in-person meetings on these days to avoid spending their office time in online meetings.”

Additionally, Hays supports employees in managing their personal lives by trusting them to use their time effectively and adjusting policies, if necessary, based on performance or misuse. Maintaining consistency in hybrid policies is crucial to prevent feelings of inequity and to foster a healthy workplace culture.

In addressing the diverse needs of employees, including carers, parents, and those with chronic health conditions, Jessica Smith emphasizes that flexibility must be more than just a buzzword. The strategies implemented at Hays, such as upskilling and reskilling employees, promoting open communication, and prioritizing psychological safety, are designed to support productivity and work-life balance.

By leading with trust and providing the necessary support, U.S. leaders can ensure that flexibility truly benefits all employees, enhancing both engagement and productivity.

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 evolving attitudes to strengthening ESG agendas, 2025 will see organizations attempt to reverse the impact of these anti-trends.

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