Less than a fifth of US employers proactively talk to workers fearing AI impacts: Littler survey

• change job responsibilities (67 percent) 
• redistribute work across teams (42 percent) 
• decrease entry-level positions (30 percent) 

Among respondents, nine percent described their organizations as “very prepared” to deal with labour and employee relations issues potentially caused by AI adoption, while 17 percent reported proactive and consistent communication with employees concerned about AI’s consequences. 

“Some employers treat AI as an IT project when it’s really a workplace change project,” said Jonathan Levine, co-chair of Littler’s labour management relations practice group, in the firm’s announcement of the report’s release. “That’s a mistake.” 

During union discussions or collective bargaining negotiations, respondents shared that the following issues arose: 

• job displacements and workforce reductions (58 percent) 
• adjustments in job responsibilities or productivity expectations (56 percent) 

Of respondents, 87 percent believed that unions would use employees’ concerns regarding AI replacing or altering jobs to spur interest in organizing in the coming year. Among organizations with unionized workforces, 43 utilized AI in collective bargaining negotiations. 

Labour relations strategies

Of survey respondents with labour relations strategies implemented, 29 percent reported an update to such strategies since the beginning of 2025. Some respondents shared that, since 2025 started, employees have become more vocal or disruptive: 

• on social media (30 percent) 
• in public forums (24 percent) 

According to the firm’s press release, respondents shared the following components of their organizations’ labour relations strategies: 

• employee engagement (80 percent) 
• legal compliance (79 percent) 
• manager and supervisor training (74 percent) 
• business and operational changes with workforce impacts (47 percent) 
• communications and media strategy (42 percent) 
• AI strategy (32 percent) 

Among organizations with unionized employees, respondents noted the following inclusions in their labour relations strategies: 

• a collective bargaining strategy (85 percent) 
• a strike or work-stoppage contingency plan for ensuring operational continuity (37 percent) 

“Labor relations should be treated like any other critical business risk, not as an afterthought,” said Brooke Niedecken, co-chair of Littler’s labour management relations practice group. “Employers that invest in proactive planning for union activity and workforce disruption move from reacting under pressure to leading with confidence, protecting both operations and long-term business objectives.” 

Employee engagement efforts

With 96 percent of employers focusing on boosting employee engagement, such programs have focused on the following, 

• offering forums for employees to give feedback (64 percent) 
• improving workplace culture (62 percent) 
• training managers to identify and address concerns (61 percent) 
• analyzing metrics to measure and maintain the effectiveness of such initiatives (29 percent) 

Of respondents to the 2026 labour survey, 87 percent reported adapting their communication and engagement approaches to the styles and preferences of varying generations. 

“While much has been said about Gen Z redefining the employer-employee relationship, focusing too heavily on any one generation risks disengaging others,” said Brendan Fitzgerald, co-chair of Littler’s labour management relations practice group. “A strong multigenerational communications strategy should be a holistic effort that creates structures where all employees feel their voices are meaningfully heard.”

Per Littler’s press release, 51 percent of respondents said inadequate communication from leadership hindered improvements in employee relationships. 

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