A majority of senior business leaders expect their organizations' workforces to expand in the coming years - and most credit artificial intelligence as a driver of growth rather than a cause of job losses, according to new research from global real estate services firm JLL.
JLL's 2026 Future of Work Survey collected responses from more than 2,200 C-suite executives and corporate real estate leaders across 21 countries. Of those, 61% anticipate net headcount growth over the next three to five years, while 39% expect a reduction. Similarly, 60% believe AI will reinvent human roles rather than replace them.
The biennial survey, conducted between January and April 2026, found that organizations further along in AI adoption are more likely to hire full-time employees, invest in entry-level talent, and actively redesign roles to be enhanced by AI rather than eliminated.
Executives weighing how to put AI to work in their organizations can start with an AI Learning Path for CEOs that covers the strategy decisions behind adoption.
The recognition-action gap
"The public conversation around AI has been dominated by its impact on jobs and our research reveals that most companies are focused on the opportunities that come with AI," said Neil Murray, CEO of Real Estate Management Services at JLL. "Most forward-thinking leaders aren't just buying technology; they are investing in their people. They are pursuing a strategy of human-machine enhancement to create additional roles, boost productivity and drive sustainable growth."
Yet the survey identified a significant gap between recognition and action. While 78% of respondents acknowledged that AI will significantly impact their portfolio strategies and corporate real estate functions, only 15% have progressed beyond exploration and initial deployment to actively optimize AI in operations.
Nearly half (46%) are still monitoring AI trends, while another 40% are analyzing potential impacts, the report said.
The research also flagged skills gaps as the single biggest barrier to transformation. For the first time in 15 years of the survey, skills shortages in AI, analytics, and emerging technologies (36%) have overtaken budget constraints (30%) as the top constraint on real estate value creation. Limited change management expertise (26%) and organizational silos (25%) compound the problem.
Preparing for multiple workforce futures
For organizations navigating this uncertainty, JLL urges employers to prepare for multiple workforce futures rather than committing to a single path. This means mapping transformation requirements across different workforce models - such as automation versus augmentation, or distributed versus hub-based arrangements - and designing work environments that balance technology-enabled productivity with cognitive performance.
JLL also advises building adaptability through elastic portfolios, including varied lease terms, satellite hubs, and modular space designs, to preserve flexibility as workforce strategies evolve. Senior leaders weighing how AI adoption changes their organization's structure will find practical guidance in AI for Executives & Strategy resources.
"We are seeing a fundamental shift in what defines a high-performing company," said Peter Miscovich, global future of work leader at JLL. "Leading organizations are demonstrating deeper integration between real estate, HR, and technology to support their business strategies."
Almost two-thirds of firms surveyed will see net headcount growth in the next three to five years, driven in part by AI-enabled expansion. That's a concrete fact for decision-makers planning hiring, training, or workforce strategy.
Why this matters for executives and strategy
The survey's key takeaway is that AI-related decisions can be a strategic moment. Core themes - hiring full-time, developing talent, and designing work around humans and machines together - require coordinated decisions across HR, IT, and real estate. Executives who can recommend their organization to prepare for multiple workforce futures rather than locking in a single path may be better positioned to capitalize on growth, adapt to skills shortages, and turn AI investment into real business outcomes.
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