Seven in 10 Indian workers now turn to AI to validate ideas, solve problems: Survey

Artificial intelligence (AI) has emerged as the most influential factor shaping how Indians approach their work, surpassing even pay and burnout as the top workplace priority, according to Indeed’s inaugural 2025 Workplace Trends Report.

The first edition of this annual study examines how factors such as technology and evolving career values are transforming the modern workplace in India, and why understanding these shifts is crucial for both employers and employees.

According to the report, 71% of workers now turn to AI to validate ideas, solve problems, or plan career moves. For many, it has become as natural as consulting a colleague or manager, marking AI’s shift from a support tool to a trusted collaborator.

“India’s workplace is changing in practical ways--how people learn, how they schedule work, and how they manage careers,” said Rohan Sylvester, talent strategy advisor, Indeed India. “These are signals employers should read. Organisations that provide clear learning paths, flexible options, and concrete career support will be better placed to retain talent.”

Alongside AI as one of the leading influences, the report highlights a set of emerging workplace behaviours. Employees are shifting roles and skills more frequently (skill nomadism). Further, workers are moving between roles and learning new skills to remain employable and explore different career paths. This behaviour helps employees adapt quickly to changing job requirements and new technologies.

Employees are also taking short, intentional career breaks ( micro-retirements). These pauses are used to recharge, retrain, or pursue side projects rather than end a career.

The survey, conducted by Valuvox on behalf of Indeed in August 2025, collected responses from 3,872 people, 1,288 employers and 2,584 employees across 14 industries.

The report finds a growing disconnect between how employers and employees interpret emerging work behaviours. 42% of employers view actions such as job hopping, brief office appearances (sometimes called “coffee badging”), or quiet quitting as signs of disengagement. By contrast, 62% of employees describe similar behaviours as practical strategies to adapt to change and manage careers.

Younger workers are more experimental: 68% of entry-to junior-level employees report actively trying new approaches to learning and career planning. Around four in ten employees say they blend work and life through moonlighting, flexible schedules, or short career breaks. In total, 75% of employees report that at least one of these new behaviours is part of their work life.

Employees cite flexibility and autonomy (43%), stress and burnout (37%), and job security concerns (30%) as the top forces driving behavioural change. Personal factors such as job redundancy (37%), family responsibilities (22%), and feeling stuck in a role (20%) also play a role.