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Artificial intelligence is becoming a daily fixture for many workers and one that is changing how people feel about their jobs and each other.
 
 

According to new data from ADP Research, 43 per cent of workers report frequent AI use on the job. These users, most often men who work in tech or information services, are 3.4 times more likely to be motivated and committed to their work. However, the same group also reports weaker ties with colleagues, lower productivity and a higher likelihood of quitting.
 
 

“It’s a bit of a contradiction,” says Jay Caldwell, the chief talent officer at ADP. “People are more engaged in their work when they use AI frequently, but they’re also reporting less connection to their colleagues. That’s something leaders need to pay attention to.”
 
 

Mr. Caldwell says part of this comes down to how knowledge flows in the workplace.

 
 

“AI brings knowledge to your fingertips, which is great for efficiency,” he says. “But it might mean fewer side conversations, fewer hallway chats, fewer informal moments where people used to connect and learn from each other.”
 
 
 

For organizations, that shift matters. ADP’s research shows that workers who feel seen, heard and valued (the company’s definition of connection in the report) are more likely to stick around. Without those moments of human interaction, even the most engaged employees can feel isolated.
 
 

“It’s those moments of vulnerability – asking for help, learning together – that build relationships, and if AI replaces some of those moments, we have to be intentional about creating new ones,” Mr. Caldwell says.

 
 

That might mean designing more opportunities for collaboration or carving out time for informal fun. “Whether it’s problem-solving sessions or celebrations, organizations need to be deliberate about fostering connection,” he says.
 
 

Despite the challenges, Mr. Caldwell says companies and employees can’t afford to ignore AI. “These tools are becoming part of the modern skillset. People want to grow and stay relevant, and that means learning how to work with AI,” he says.
 
 

To help maintain connection and retention as AI use continues to grow, Mr. Caldwell says companies should also keep their people connected to the company mission and purpose.

 
 

“Let’s remind ourselves why we’re here, what we’re doing to serve and what impact we’re having for our clients or our consumers,” he says.

 
 

 
 
 
 
 
 

44 per cent
 
 

That’s the portion of hiring managers who say they believe including salary ranges in job descriptions will be the most effective tool for attracting and hiring skilled candidates in 2026, according to Robert Half data.

 
 
 
 

 
 
 
 
 
 

Every day workers are faced with making decisions, big and small. When it comes to the big ones, it can be hard for some to know if they should go with their gut.

 
 

Research shows your gut can actually be helpful, especially when you’re dealing with uncertain outcomes where more data won’t move the needle. Before you go with instinct, make sure the problem is truly one of those “unknowable” situations and think about the context you’re in.
 
 
 
 

 
 
 
 
 
 

“I had my entire year planned out in terms of where I was going to travel, what I was going to do, the goals I wanted to accomplish and achieve, things I wanted to explore, hobbies I wanted to take on. And all of a sudden, you’re kind of put in this place in your life where all of that has to be put on hold,” says a Toronto-based tech worker on The Globe and Mail’s Stress Test podcast.
 
 

In this episode, the podcast covers what to do once you’ve been let go including tips from an employment lawyer to understand your rights after your employment is terminated, how severance is calculated and how to navigate the process of applying for employment insurance.

 
 
 
 

 
 
 
 
 
 

A study from consultancies Lions & Tigers and Read the Room Advisors shows nearly all work-force decision makers believe losing access to blended teams – combining full-time employees and contractors – would hinder their ability to reach business goals, revealing a shift in how today’s workforces need to be built.