Artificial intelligence is transforming the way of working and how workers carry out their daily activities. Although one of its main promises has been to free up time from routine tasks to dedicate it to higher-value work, a new global study by Jabra, a company specialized in professional audio and video solutions, reveals that AI is not making professionals work less, but rather making them increasingly have to do more.
This is one of the main conclusions of ‘WorkLife 2026: The New Shape of Work’, the new report from the Jabra Research Institute, which analyzes how work is changing as AI is incorporated into professional activities. The research also reveals important differences in the pace of adoption of these tools between different professional profiles and points out the role that managers play in facilitating their use.
Heavy AI users spend more time on strategic and creative tasks. 85% of professionals surveyed say that at least one area of their daily work has increased over the last twelve months. This trend is especially pronounced among those who use AI multiple times a day. Strategic planning is one of the areas where the greatest difference is seen.
Creative work and content generation
Thus, 56% of intensive AI users now spend more time on this type of tasks, while among those who make occasional use or do not use these tools the figure is 35%. Something similar happens with creative work and content generation, which has increased for 56% of intensive users compared to 30% of the rest. The time dedicated to administrative and coordination tasks also increases – 57% compared to 38% -, as well as to routine tasks, where the difference stands at 45% compared to 33%.
More AI also means more collaboration The Jabra study points to another relevant change in the way of working. The intensive use of AI is not weakening the human dimension. In fact, it is associated with greater collaboration between colleagues and a better perception of connection with teams. Thus, 63% of those who use AI several times a day say they feel more connected with their colleagues, while only 12% perceive a deterioration. Among those who use these tools once a month or less, only 17% say their feeling of connection with the team has improved.
In addition, 64% of intensive AI users say they work more with their teams than a year ago, compared to 25% of those who use it occasionally. At the same time, as AI facilitates activities such as searching for information, preparing summaries or preparing first drafts, other tasks gain greater weight within teamwork, favoring their productivity. Meetings are a good example: 40% of professionals spend most of this time solving problems together and 39% use it mainly to make decisions.
Another conclusion of the Jabra study is that access and use of AI are not evolving at the same pace among different professional profiles. 30% of senior managers are intensive users of these tools, while among employees without management responsibility the percentage is only 8%.
AI training
In this last group, in addition, 40% use AI once a month or less frequently, compared to 14% of senior managers. The difference is also reflected in the perception of the impact that this technology is having on work. 47% of senior management professionals consider that their tasks have undergone significant or fundamental changes during the last year, a percentage that falls to 18% in the case of employees. Training constitutes another point of divergence. 64% of workers without management responsibilities have received no training on AI or only a brief introduction, compared to 26% of managers. Among those who have received training, in addition, only 39% of employees consider that it has been very or extremely relevant to their position, compared to 76% of senior managers.
Training constitutes another point of divergence. 64% of workers without management responsibilities have not received any training on AI
Managers can play a decisive role in reducing this gap. However, only 27% of employees consider their direct manager to have a high or very high level of AI competency. The relationship between the support of managers and the use of these tools is clear. Among employees who perceive that their managers are competent in AI, daily use reaches 65%, while this percentage drops to 27% among those who do not have this support. The perception about the professional future also changes depending on this support.
The assessment of optimism regarding professional career reaches 8.3 points out of 10 among those who consider their manager competent in AI, compared to 5.5 points among those who do not share this perception. “The companies that lead the future will be those that are able to deploy AI effectively. To achieve this, leaders must listen to their teams and understand what they need to productively incorporate these tools into their work,” says Calum MacDougall, president of Jabra.
