At the European Parliament, Job Quality Emerges as Key to Europe’s Economic Future
Working conditions are increasingly tied to Europe’s capacity to attract and retain talent. The EU continues to draw highly qualified workers, yet some occupations struggle to recruit.
The gap is linked to how jobs are designed and experienced. Pay remains relevant, but it does not define attractiveness on its own. Working time arrangements, predictability, autonomy and career perspectives influence decisions to join or remain in a role.
For leaders and managers, this shifts attention toward the broader architecture of work.
“Working in the age of AI – How are working conditions changing across Europe?” set the framework for a focused exchange at the European Parliament on 21 April 2026.
The discussion brought together policymakers, social partners, researchers and stakeholders around the latest results of the European Working Conditions Survey (EWCS 2024), with contributions from Ivailo Kalfin, Agnès Parent-Thirion and Jorge Cabrita, among others.
The session opened with remarks by Li Andersson, Chair of the European Parliament’s Committee on Employment and Social Affairs, and was moderated by Barbara Gerstenberger. A panel discussion followed with Francesco Corti, Laura Nurski and Marit Maij, before closing exchanges with the audience. CEC Director Olga Molina and Communications Officer Pere Vilanova attended on behalf of CEC European Managers.
Technological change is altering daily operations. A significant share of workers report that tasks have disappeared, while others highlight the creation of new responsibilities and new forms of interaction.
AI is already embedded in management processes, including task allocation and performance monitoring.
This introduces practical challenges around transparency, accountability and trust. Managers are expected to understand how algorithmic systems shape work, while ensuring that human judgement remains present in decision-making. Differences in access to these technologies are becoming visible, with a gender dimension that adds to existing labour market disparities.
Climate conditions are also influencing how work is organised. Exposure to high temperatures has increased over time, affecting productivity, safety and scheduling.
In several sectors, adjustments to working environments and time arrangements are becoming part of everyday management. These changes are gradual but persistent, and they redefine operational priorities.
As underlined by Jorge Cabrita, improvements can be observed in areas such as working time quality, job prospects and physical environments. Flexibility and predictability have progressed, and career stability has strengthened across the EU.
Access to training and autonomy has also expanded, giving workers more room to develop skills and participate in organisational processes. At the same time, organisational participation has weakened, pointing to reduced influence of employees in shaping decisions that affect their work.
Work intensity remains a pressure point. Higher demands, tighter deadlines and increased interdependence make tasks more complex. Emotional demands are particularly relevant in several occupations, with a stronger impact reported among women. Social environments at work still reflect structural imbalances, with different experiences depending on gender and sector.
Access to collective voice continues to vary significantly. A considerable share of workers lack any form of representation, especially in sectors such as agriculture, commerce and hospitality.
21% of EU workers fall outside the collective voice framework, and this means they lack representation—and with it, recognition and status.
Francesco Corti referred to the need for a stronger sectoral perspective, acknowledging that risks and conditions differ widely across industries. These differences are also reflected in labour shortages, which are more pronounced in specific sectors, as noted by Marit Maij. Broader access to quality employment remains uneven across the EU, an issue highlighted by Laura Nurski.
Gender inequalities continue to shape the labour market. Pay and employment gaps persist, alongside differences in sectoral distribution and working time patterns.
Women are more present in lower-paid roles and part-time work, while also carrying a larger share of unpaid activities. Workplace segregation remains widespread, limiting diversity in many professional environments.
Managers can and must play a key role in addressing these imbalances, making sure the integration of AI helps in job design to balance efficiency with autonomy and development opportunities.
Workload and emotional demands must be managed to sustain performance over time. Dialogue within organisations becomes a stabilising factor, particularly where formal representation is limited. Also, climate adaptation is entering operational planning, while gender imbalances call for more consistent attention in recruitment and career progression.
Job quality combines multiple dimensions, from earnings to working conditions and organisational culture. Progress across these areas remains uneven, with variations between sectors and groups. Improvements in job quality are associated with stronger engagement, better health outcomes and greater organisational resilience.
In his closing remarks, Ivailo Kalfin pointed to the persistent difficulty in filling less attractive roles. Investment in technology, including AI, is part of the response, particularly where it can reduce exposure to demanding or repetitive tasks. At the same time, improving how work is structured remains essential.
Competitiveness, workforce expectations and social sustainability are increasingly interconnected. Managers operate at the intersection of these dynamics, shaping how organisations respond to ongoing transformation.
Key takeaways from Eurofound’s European Working Conditions Survey (EWCS 2024)
Artificial Intelligence is already reshaping management practices. Algorithmic management is no longer limited to platform work:
- 16% of workers report task allocation through algorithms
- 18% are subject to algorithmic performance monitoring
Despite progress, gender gaps persist:
- Gender pay gap: 12%
- Employment gap: around 10%
- Occupational segregation remains strong, with 60% of workers operating in gender-homogeneous environments.
- Women are overrepresented in lower-paid sectors and part-time work, while also carrying a significantly higher burden of unpaid work.
On average, women work 13 more hours per week in unpaid activities than men.
What this means for managers
The EWCS findings outline a clear leadership agenda:
- Integrate AI responsibly: ensure transparency, avoid bias, and maintain human oversight
- Redesign jobs: focus on autonomy, learning and meaningful work
- Address work intensity: prevent burnout and manage emotional demands
- Strengthen dialogue: promote participation and collective voice
- Adapt to climate realities: rethink workplace conditions and safety
- Close gender gaps: unlock the full potential of the workforce
