future workforce Technology is reshaping work


investment was put into wellbeing and mental health programmes at work. But what works can be quite individual. Programmes for everybody may not have the impact people thought they would. It’s important the issue has been raised in importance, but it has maybe been tailored back a little with more understanding of what works and what doesn’t.” Cooper noted: “Hybrid working


can put a strain on your mental health because there is an expectation you’re always available, at home or in the office. Obviously, our jobs have evolved such that we can’t operate without technology, but it has its downsides. The pressure to be always available can put a strain on people’s mental health because it’s hard to set boundaries and think, ‘I’m not working because I’m not in the office.’”


‘AN AID TO PRODUCTIVITY’


Technology will continue to shape the workforce, with the use of generative AI “increasing”, according to Graves, who said: “It’s back-office management and administration where the improvements are having massive impacts. There is still a core manual element in frontline roles.” But he added: “Previously, people were asking ‘How are we going to use


Gen AI is not a workforce killer – it’s a workforce enabler. Those who use it can become faster at some tasks


gen AI?’ Now people are thinking, ‘What more can we do with it than we’re already doing?’ Some people were expecting it to wipe out jobs. It’s not doing that at all. It’s an aid to being more productive. “Those who use it can become faster


at some tasks. It’s not a workforce killer – it’s a workforce enabler. It will have an impact in certain areas, in removing more traditional activity. But that doesn’t mean tasks become totally automated.” Cooper agreed, saying: “Gen AI can


enable an organisation to understand more about its customers and make whatever it’s offering a lot more personal and relevant to individual clients.” But she noted: “From the employee


perspective, it makes daily tasks a lot more efficient, and this is where it could be challenging. There are wider considerations from an employee perspective. ‘Is my job still relevant? What skills am I going to need in future?’ “We’ve seen skills evolving quickly


FLEXIBLE working


arrangements appear mostly taken up by


managers and those in the professions (Figure 53)


FIGURE 53: UK EMPLOYEES’ PLACE OF WORK % worked in last 7 days Hybrid* 26%


Not in work 20%


13% 41%


Full-time in workplace


remote *Mix of work from home and in workplace Source: ONS, Nov-Dec 2024 Base: 1,600 UK adults Fully 0


10 20 30 40 50


45% Place of work by occupation 45% 38% 22%


over the last five, 10, 20 years and it can be challenging for employees to respond. Organisations will have to introduce *HQb$, ZKHUH WKH\ FDQ RU ULVN IDOOLQJ behind. But the communication around that is crucial. The change management around generative AI is perhaps more important than introducing it.” Graves argued: “Everybody is


expecting a transformation, but it will be a transformative evolution. There will be things that change the way we do things. It’s about user acceptance and thinking AI first. We have our own AI at Deloitte and, for certain activities, I’m straight on to that because it will generate something I can take to a higher level quicker. “If I was going to an interview now,


19% 15% 5% 3% 9% 5%


my first question would be, ‘What will my role be in five years’ time? What are the skills I’ll need?’ An organisation should be thinking like that. The problem is that, most of the time, businesses are thinking about what they need today.” Cooper agreed, saying: “We don’t know


what roles are going to look like in five years. It’s about being open to change.”


34 Travel Weekly Insight Report 2025


Managers, those in senior roles


Professional Admin, secretarial


Leisure and service roles


Sales, customer service


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