Korn Ferry Workforce 2026 Report: Unlocking Growth Requires Rethinking How Work Gets Done

New global study reveals AI-weary employees, motivation at a premium and managers championing new ways of working LOS ANGELES, September 8, 2026 - Korn Ferry (NYSE: KFY) today released its Workforce 2026 Global Insights Report, which shows organizations are entering a new phase of generating growth, where technology alone cannot solve capacity constraints and leaders must rethink how work gets done. Organizations today face a growth challenge-one defined largely by workforce capacity pressure. As the study shows, nearly two-thirds (62%) of employees surveyed reported significantly heavier workloads over the past two years, and almost half (45%) say they are too busy to deliver meaningful results that contribute to growth. "Growth doesn't come from just asking people to do more. It's about enabling them to do their best work, with space to experiment and innovate," said Lesley Uren, CEO, Korn Ferry Consulting. "Cost-cutting and restructuring create savings, but they don't create the kind of passion that powers productivity. And passion is what separates a workforce that delivers the bare minimum from one that goes above and beyond to deliver growth." The findings are based on Korn Ferry's annual survey of more than 16,000 professionals across 11 global markets and all organizational levels, from individual contributors to CEOs. The report examines several workplace dynamics shaping organizational growth in 2026. Key findings include: Productivity Requires More Than Activity : The research shows that high activity does not always translate into productivity. 44% of survey respondents said they are stretched beyond their capabilities at work. As the report observes, measuring activity is one thing, but real insight comes from whether that work is contributing to growth-and whether people have the tools to be more productive. Closing the AI Productivity Gap : As organizations continue investing in AI, about half (51%) of individual contributors surveyed reported improved efficiencies, compared with 79% of CEOs. The report highlights a gap between executive-level expectations for AI and the day-to-day experience of many employees. The issue is how to make technology tools work for everyone, at every level of the organization-including for the 52% of AI-weary workers who say using this technology has increased their workloads. The Two-Job Job : Restructured, reduced, replaced by AI-this is the reality for some roles in leaner organizations. The report shows, however, workload isn't getting any lighter. More than three in five employees (61%) now say they are performing the responsibilities of more than one role, and when they also must manage AI on top of their regular tasks, it can feel like doing two jobs instead of one. Compounding the stress on employees, fewer than two in five (39%) workers say the lack of managers leaves them feeling directionless. For leaders, the starting point is to reimagine how work gets done: what should be done by a human, where can AI take over, and how do the two collaborate effectively. Rebuilding Motivation for Growth : With workforce capacity stretched to the limit, employee motivation has taken a hit-dropping from 71% in 2024 to 61% in 2026. The report suggests that rebuilding motivation starts with shifting the focus from doing everything, to prioritizing the work that matters most. Making Managers the Champions of New Ideas : Managers are feeling the squeeze from both sides, pressured to deliver outsized results with minimal resources. The report found that two in five (42%) of organizations have cut management roles over the past year, and more than half (55%) of the managers who remain say they are exhausted. The report also identifies managers as a potential lever for innovation: half (52%) of the workers surveyed credited their managers with encouraging experimentation. With more organizational support, managers can create the conditions that allow teams to innovate, generate new ideas and test new ways of working. "As organizations push hard to drive growth and many employees feel stretched, adding more technology without expanding workforce capacity clearly is not the answer," said Roger Philby, Global Lead, People Strategy and Performance, Korn Ferry. "The organizations that will be better positioned to grow are those that redesign roles, rethink how work gets done with AI and enable people to see the impact of their work." For the full Workforce 2026 Global Insights Report , visit kornferry.com . About Korn Ferry Korn Ferry is a global consulting firm that powers performance. We unlock the potential in your people and unleash transformation across your business-synchronizing strategy, operations, and talent to accelerate performance, fuel growth, and inspire a legacy of change. That's why the world's most forward-thinking companies across every major industry turn to us-for a shared commitment to lasting impact and the bold ambition to Be More Than . As the Official Talent & Organizational Consulting Partner of LA28, Korn Ferry is powering the nearly 5,000 people who power the Olympic Games-bringing in the right talent, building strong leaders, and shaping the structure and culture that will deliver an unforgettable experience for the world. Attachments Original document Permalink Disclaimer Korn Ferry published this content on September 08, 2026 , and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT) , unedited and unaltered, on September 08, 2026 at 16:30 UTC .