人工智能正在把你变成“领跑者”，还是让你困在“引擎室”？咨询巨头普华永道（PwC）开展的一项大规模调查发现，人工智能正使一小部分员工与其余劳动力拉开差距，并将员工划分为四个截然不同的类别。这家“四大”会计师事务所于周二发布了《2026年全球劳动力希望与恐惧调查》。该调查于2026年5月至6月期间，对来自48个国家和29个行业的近5万名员工进行了调研。
Is AI turning you into a "frontrunner" or are you working in the "engine room?" A huge survey carried out by consulting giant PwC found that AI is allowing a small group of workers to pull away from the rest of the workforce and dividing employees into four distinct categories. The Big Four firm published its "2026 Global Workforce Hopes and Fears Survey" on Tuesday. It surveyed almost 50,000 workers across 48 countries and 29 sectors between May and June 2026.
调查发现，人工智能的使用率正在上升。64%的员工表示，他们在过去12个月内曾在工作中使用人工智能，这一比例比一年前提高了10个百分点；每天使用生成式人工智能的员工比例也从14%上升至22%。但调查揭示，员工在获取工具和机会以从人工智能中获益方面，差距正在扩大。根据调查结果，普华永道识别出一个被称为“领跑者”的群体，占受访者的14%。
AI use is rising, the survey found. 64% of workers said they had used AI at work in the past 12 months, up 10 percentage points from a year earlier, and the share using generative AI every day rose from 14% to 22%. But the survey revealed a widening divide in how workers are getting the tools and opportunities to benefit from AI. Based on the responses, PwC identified a group it called "front-runners," which make up 14% of those surveyed. The front-runners have in-demand skills and reported getting strong benefits from AI in their work.
这些“领跑者”拥有市场急需的技能，并报告称在工作中从人工智能中获得了显著益处。该群体中略多于一半的人每天使用生成式人工智能，而近80%的人表示他们能够获取学习和发展资源。此外，还有普华永道所称的“引擎室”员工——占员工总数的56%，普华永道将其描述为组织日常运营的核心。其中只有少数员工表示每天使用生成式人工智能，且不到40%的人表示能够获取学习和发展资源。
Just over half the group use generative AI daily, while nearly 80% said they have access to learning and development resources. Then there's what PwC calls the "engine room" workers — 56% of workers who PwC characterizes as the core of organizations’ day-to-day delivery. Just a small number of these workers say they use generative AI daily, and fewer than 40% say they have access to learning and development resources. "They're not getting the same access to learning.
普华永道全球劳动力负责人彼得·布朗（Peter Brown）表示：“他们无法获得同等的学习机会，没有创新的机会，也无法以有意义的方式使用人工智能。”普华永道的第三类是“人工智能颠覆者”，约占员工总数的五分之一。他们的技能需求度低于“领跑者”，但在人工智能的使用上极具雄心。最后是“不可或缺者”，他们拥有稀缺且深受雇主重视的技能。
They're not getting the opportunity to innovate. They are not getting to use AI in a meaningful way," said Peter Brown, PwC's global workforce leader. PwC's third category is "AI insurgents," who make up around a fifth of staff. Their skills are less in demand than those of front-runners, but they're ambitious in how they use AI.
这种差异在以下几个方面得到了体现：工作稳定性、员工申请晋升的积极性、对管理层的信任度以及技能提升的意愿——所有这些方面，使用人工智能技术的员工群体都表现较差。布朗指出，这种群体间的差异正在形成一种“双速”劳动力结构（即一部分员工能够快速适应新技术，另一部分员工则难以跟上步伐）。这项调查并未揭示导致这些差异的具体原因；普华永道（PwC）将员工分为不同的类别，主要是基于他们的实际使用人工智能的经验以及他们对自己技能的市场需求的判断。
Finally, there are the "indispensables," who have scarce skills that are highly valued by employers. The outcome of this divergence showed up in findings on job security, workers' confidence in asking for a promotion, trust in managers, and skills development — all of which were lower for the engine room cohort. The divergence between the groups is creating a "two-speed" workforce, said Brown.
不过，调查结果确实揭示了一个现实挑战：对于那些在人工智能技术上投入大量资金的雇主来说，仅仅购买相关工具并不意味着整个组织的工作流程就能发生根本性的改变。如果忽视员工之间的这种差距，企业可能会错失提高生产效率、增加员工收入、保障工作稳定性以及提升员工满意度的机会。布朗警告说：“如果忽视这种差异，企业很可能会让大部分员工在未来的工作中变得毫无价值。”
The survey does not establish the reasons behind workers' experiences, and PwC’s worker categories are partly based on respondents’ reported experiences with AI and on how in demand they believe their skills are. Still, the findings point to a practical challenge for employers spending heavily on the technology and seeking ROI: buying tools is not the same as changing work across an organization. Ignoring the divide between employees risks missing out on productivity, revenue per employee, job security, and satisfaction, Brown said: "The danger is that you actually could render a big chunk of your workforce largely irrelevant in the world of work."
作为四大会计咨询公司之一，普华永道在全球拥有超过36万名员工，并一直在积极推进人工智能技术的应用，包括开发内部聊天机器人、提升员工技能以及在实际项目中测试人工智能技术。该公司将自己定位为人工智能转型的引领者，同时也为其他企业提供相关咨询建议。尽管在实施过程中犯过一些错误，但布朗表示普华永道已经成功地将人工智能技术融入了日常工作流程，从而带来了积极的变化。
PwC, one of the Big Four accounting and consulting firms, itself employs over 360,000 people globally and has raced to build internal chatbots, upskill staff, and test AI in client work. The firm pitches itself as "client zero" for AI transformation while advising companies on how to make the same shift. While the firm has made some mistakes along the way, Brown said PwC has embraced AI, which has brought positive changes to the work and the tools employees have access to.
这些变化包括重新制定培训计划，重点培养30项核心技能（其中15项与人工智能相关，15项与人类技能相关，该计划于2026年2月正式实施）。此外，普华永道还减少了新入职的美国咨询人员的办公地点数量，以促进员工之间的交流与学习机会。布朗认为，企业应该透明地说明自己使用人工智能的原因以及期望实现的目标。他说：“我认为，员工并不希望领导者对实际情况进行粉饰或掩盖问题。”
The changes have included rewriting PwC's training agenda around 30 core skills: 15 AI-centric and 15 human-centric, a change introduced in February 2026. The firm has also reduced the number of offices its entry-level US consultants can join, in a bid to improve community and learning opportunities. Brown said companies should be transparent about why they are using AI and the outcomes they hope to achieve. “Workers aren’t expecting leaders to, I think, sugarcoat everything,” he said.
“他们只是想弄清楚正在发生什么。”他补充道：“展现出这些特质以及其他特质的领导者，往往更能带动员工队伍。”布朗表示，对于雇主而言，扩大人工智能的普及范围并非一个非此即彼的选择，即要么支持领先者，要么投资其他人。他指出，如果领导者能够促使更多员工积极参与，那么“其中蕴含着巨大的可挖掘价值”。
“They just want to understand what’s going on." "Leaders who display those kind of characteristics and others tend to be the ones that seem to be bringing the workforce along with them," he added. For employers, Brown said, widening access to AI is not an either-or choice between backing the front-runners and investing in everyone else. The results show that "there's an enormous amount of value there that can be tapped" if leaders can get more of the workforce to lean in, he said.