Swiss workers and AI: 28% use it but it does not convince them

Context

In brief

• 66% feel secure in their jobs for the next twelve months
• 28% use generative AI every day in Switzerland
• Only 10% see improved work quality
• The Swiss survey involved 1000 employees

Key facts

• Research → 'Hopes and Fears' by PwC
• Edition → 2026
• Swiss sample → 1000 employees
• Period → between May and June
• Daily AI use → 28% in Switzerland, 22% global average
• Trust in direct supervisor → 21%
• Negative culture as a reason to reject a job → 54%
• Global survey → around 50'000 workers in 48 countries

66% of the Swiss workers surveyed feel secure in their jobs for the next twelve months, but only 27% are optimistic about demand for their skills in three years. This is the picture outlined by the new edition of PwC's 'Hopes and Fears' research, reported by Keystone-ATS.

Daily use does not equate to confidence

Switzerland presents a paradox when it comes to generative artificial intelligence. 28% of respondents say they use it every day, compared with a global average of 22%. However, adoption does not automatically translate into a positive assessment: 14% feel motivated or more confident thanks to the tool, 10% see a clear improvement in work quality, no more than 9% believe it fosters skills and creativity, and only 22% say it helps them manage more complex tasks. PwC describes the result as AI use in Switzerland that still fails to convince many workers.

The research also measures the relationship with management. Only 21% trust their direct supervisor and 17% trust senior management; just 19% clearly know which skills will be required in the future. By contrast, employees value company culture, flexibility and autonomy: 54% cite a negative culture as a reason to reject a job, while 40% oppose greater control in the workplace.

Teena Madhvani, a PwC Switzerland executive quoted in a press release, observes that job security and salary are not enough to attract and retain talent. Trust, a strong company culture, genuine flexibility and transparent development opportunities are needed. Regarding AI, the executive also points out that use alone does not create acceptance: staff need support and targeted training in order to turn the tool into real productivity, measurable benefits and a better work experience.

In the 2026 edition, 1000 employees in Switzerland were interviewed between May and June. The global survey involved approximately 50'000 workers in 48 countries.

Operational details

What it means for daily work

The practical reading of the results starts from a precise gap: perceived short-term security is higher than optimism about the skills required in the medium term. For those who earn their living from their work in Switzerland, the question is not only whether AI is already present, but whether it produces a tangible benefit in the work being performed. The research data in fact distinguish three dimensions: frequency of use, perceived benefit and trust in the organization.

A useful comparison between different signals

This distinction changes the way a job is evaluated. A worker may encounter an environment in which AI is used every day, but without greater motivation, trust, quality or ability to tackle complex tasks. In that case, adoption is an operational fact, not yet an advantage recognized by the staff. The research shows that frequent use and tangible benefit do not coincide.

The same logic applies to personnel management. Job security and salary remain elements cited by PwC, but they do not exhaust what employees assess. Trust in one's superior, transparency about future skills, company culture, flexibility and autonomy form a single package. Greater control in the workplace, if perceived as contrary to autonomy, can become a source of opposition, as indicated by the 40% identified by the survey.

For those comparing opportunities, annunci di lavoro are only the starting point: it is worth reading each proposal also through the lens of support, training, development and work organization, that is, the aspects highlighted by the research. For companies, the message is the reverse: AI can be introduced, but its acceptance requires conditions that staff recognize as credible. To attract and retain talent, according to PwC, more than simple job security and salary are needed.

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Key points

How to turn research into a personal assessment

Research findings can become a concrete assessment for people at work, without confusing the presence of AI with its value. The process can be organized into four steps, each linked to the criteria highlighted by PwC. The goal is to connect the tool to work outcomes, not to assume its benefit is automatic.

Four operational steps

1. Separate frequency from benefit. Note whether generative AI is used every day and, separately, verify whether its use improves the quality of work, supports motivation, or increases trust. The research considers these effects separately.

2. Measure the outcome on the task. Check whether the quality of work improves, whether skills and creativity are fostered, and whether it becomes easier to manage complex tasks. These are the three tests indicated by the research data; if they do not emerge, use remains without a concrete benefit for people at work.

3. Ask for targeted support and training. PwC's comment identifies these two levers as necessary to turn AI into real productivity, measurable benefits, and a better work experience. They should therefore be focused on before considering the introduction of the tool a result.

4. Assess the work environment. When comparing one job with another, include trust, company culture, flexibility, autonomy, transparency about future skills, and level of control in the assessment. These are the factors that the research links to employee preferences.

Anyone evaluating a change can use the aziende che assumono as a point of comparison and ask specific questions about these aspects, without stopping at the mere presence of AI. Those who remain in their current job can apply the same four checks to their daily work and distinguish what is already measurable from what requires support or training.

To compare the effect on your income with working conditions, use the calcolatore stipendio.

Source: swissinfo.ch