September 2026

The state of language, inclusion, and AI in the workplace

In global organizations, many employees spend a considerable portion of their working lives communicating online in a language that is not their first. Businesses in this context risk experiencing a hierarchy of opportunity based on language proficiency and digital literacy.

 

With communication frequently taking place through online tools, the challenge for HR therefore sits at the intersection of inclusion, language, and technology: How can organizations ensure that AI fosters inclusion in cross-linguistic teams?

Highlights


Employees who rarely work in another language often fail to recognize language as an inclusion issue, whereas those living that reality absolutely do.


AI usage increases dramatically in those working mostly in a second language, and reportedly produces more positive outcomes for the same group.


C-level executives are the group that spends the most time working in a language that is not their first.


Using AI to support communication at work does not substitute learning: on the contrary, it appears to encourage and complement actively upskilling with AI.

How technology influences the way employees contribute at work

In teams dispersed across geographic locations, using technology to work efficiently and stay connected is inevitable and, indeed, beneficial. In the absence of face-to-face interactions, email, instant chat, and virtual meeting software are all vital for cross-border communication.

Artificial intelligence (AI) is adding more dimensions to the way people communicate, from drafting emails to translating documents and preparing presentations.

Often, these interactions take place between individuals who do not share a first language, which adds an inclusion dynamic to how and why technology is used for communication. AI usage can inadvertently reveal where employee pain-points are and what barriers they are trying to overcome.

In this report, we examine responses from employees in large, multinational companies about how they use technology, their experience with inclusion, and their language usage in the workplace.

We found that language remains one of the least visible but most influential dimensions of workplace inclusion. Moreover, the data suggests that while AI is not creating this challenge, it is changing how employees overcome it.

This presents HR and People leaders with a new perspective on language and inclusion as two components of their digital transformation strategy.


Why does inclusion matter for global businesses?


While AI is not creating the language & inclusion challenge, it is changing how employees overcome it.

Language: The gateway for cross-border communication

Employees who work across languages consistently report a different experience of work than colleagues who operate almost entirely in their first language.

To begin with, among employees who spend more than half of their working time using a second language, 65% believe language ability has a significant impact on equal participation and opportunity at work. This is in stark contrast with those that work almost entirely in their first language, who are 30% less likely to believe the same.

This gap reveals that language barriers are often most visible to the people experiencing them.

The same pattern appears when employees consider career progression. Nearly two-thirds (63%) of employees who work predominantly in a second language strongly agree that language proficiency positively influences career advancement. Among employees who work exclusively in their first language, fewer than half (47%) share that view.

These findings infer that for some, language is simply a communication skill, while for others it is a cornerstone of participation and opportunity. This places language firmly at the center of the inclusion conversation and exposes a significant awareness gap for HR leaders to bridge.


Defining first- and second-language speakers


% who agree that language ability has a significant impact on equal participation and opportunity at work










































65%

Second-language speakers

37%

First-language speakers

% who strongly agree that language proficiency positively influences careers progression










































63%

Second-language speakers

47%

First-language speakers

For some, language is simply a communication skill, while for others it is a cornerstone of participation and opportunity.

Who experiences work through a second language?

As inclusion is significantly affected by language spoken, it is vital to understand which types of companies and individuals are most likely to work in a second language, and how that might alter company culture.

Across all respondents, employees reported spending an average of 27% of their working time communicating in a language other than their first. As seniority rises, so does the proportion of time spent working in a second language, with owners and CEOs reporting the highest proportion at 34%.

Effectively, the people making strategic decisions are also among those most likely to operate across languages. This detail may represent a net positive for inclusion, since multilingual leaders are likely to be more aware of language influences and able to tackle them in the wider workforce.

It is also important to recognize the types of businesses that report higher proportions of employees working in a second language.

The research shows that the larger or more global a business is, the more time employees spend navigating a second language. What may be less anticipated is the influence of sector. Technology businesses, for example, work almost exclusively in a second language, perhaps due to the dominance of English in software development as well as the globally distributed nature of technology companies.

Average % of work carried out in a second language

Owner / CEO





34%

Leaders





29%

Employees





27%

Entry level





23%

The effect of English can be mapped elsewhere, too; respondents in UK- and US-based companies are among the least likely to spend any work hours in another language. Meanwhile, multiple non-anglophone regions reported a 0% chance of working exclusively in their first language, suggesting geography – and English proficiency particularly – must also be considered in language and inclusion dynamics.

The implication is clear: as companies grow and expand internationally, the dynamics of role, scale, and sector start to multiply, increasing the urgency of language as an inclusion strategy.

Who does more than half of their work in a second language?

Tourism sector





30%

Owner / CEO





21%

Companies with +50,000 employees





20%

Companies with 5+ locations





19%

UK companies





6%

Average


14%

Who only works in their first language?

US companies





17%

Education sector





12%

Technology sector





1%

Chinese, Finnish, Spanish & Swedish companies





0%

Average


5%

As companies grow and expand internationally, the dynamics of role, scale, and sector start to multiply, increasing the urgency of language as an inclusion strategy.

AI usage follows communication friction

Arguably the clearest finding in the research is that AI adoption is closely linked to multilingual work.

Employees who rarely work in another language generally report relatively limited use of AI; nearly two-thirds (64%) of them use AI for less than 5% of their work.

By contrast, among employees spending more than half their daily work communicating in another language, that figure falls to just 7%. Instead, almost one-third (30%) of this multilingual group use AI throughout the majority of their work.

This is a remarkable behavioral difference.

Rather than representing early experimentation, AI appears to have become more embedded in the daily workflows of employees who face greater communication complexity.

Previous findings from this research suggest that translation is among the most common workplace uses of AI, making this pattern unsurprising. Yet the implications extend beyond translation; it suggests that AI creates more value for multilingual employees dealing with communication friction.

Who uses AI for less than 5% of their work?











































7%

Second-language speakers

64%

First-language speakers

Who uses AI for more than half their work?










































30%

Second-language speakers

7%

First-language speakers

AI for languages: Learning assistant or skill substitute?

Since generative AI tools took the world by storm in 2023, there has been widespread speculation and concern that AI tools could reduce the incentive to learn language and communication skills altogether.

Our research suggests that the opposite is the case. Employees working in more languages appear to view AI as a support mechanism rather than a substitute for developing genuine communication skills.

This is demonstrated by a striking increase in engagement, motivation (with a 22% hike), and positive outcomes from AI-supported learning in second-language speakers compared to colleagues who rarely work outside their first language.

On one level, one might expect second-language speakers to demonstrate higher engagement in language learning programs. But this data speaks specifically to multilingual employees’ enthusiasm for AI in all learning programs, which is mirrored in their overall usage of AI tools, even though the benefits of both are not limited to upgrading language skills.

In other words, the research suggests that among employees that primarily work in a second language, AI is making the biggest difference in both their learning and in their tech upskilling.

AI does not appear to be replacing learning; it is making it more worthwhile.

% who believe AI tools are very effective for L&D











































64%

Second-language speakers

37%

First-language speakers

% who strongly agree that AI makes learning more efficient










































50%

Second-language speakers

31%

First-language speakers

Employees working in more languages appear to view AI as a support mechanism rather than a substitute for developing genuine communication skills.

Rethinking AI as an inclusion enabler

Overall, employees who primarily work in a second language are – compared to their first-language speaking counterparts – more invested in AI tools at work, enthusiastic about the experience and outcomes of learning with AI, and concerned about the impact of their language skills on inclusion.

All this points towards a unique working experience based on linguistic background. Two potential conclusions can be drawn from it:

  • Awareness about the link between language, inclusion, and AI can transform workplace culture, reducing barriers for those who are most impacted by language difficulties, and educating the rest on the value of AI and learning.

  • AI adoption is higher and has a particularly significant, positive impact on those with the greatest, practical need for upskilling. This appears to be because AI helps people communicate across language barriers, but it alone does not make those barriers disappear.

The encouraging news is that many organizations are already responding. Employees working in more multilingual environments report increased organizational support for AI and see significantly greater value in using it to learn and communicate. The challenge now is to ensure these benefits are available consistently across the workforce, rather than emerging only where multilingual work is already common.

#1

Treat language as an inclusion issue, not just a communication issue


Language barriers are often invisible to those who don't experience them, yet they have a measurable impact on employees' perceptions of opportunity and participation. Consider methods for reducing language-based barriers and establishing a culture of awareness amongst all employees.

#2

Design AI strategies that target employee pain-points


The strongest AI adoption in our research comes from employees facing the greatest communication demands. Start by identifying areas where certain groups or individuals have the most to gain from AI, and use those entry points to prove value and build familiarity in the wider workforce.

#3

Invest in skill development alongside AI


Our findings challenge the assumption that AI will replace language learning. Employees who rely most on AI are also the most motivated to improve their language skills. AI and language training are complementary investments: one helps employees perform today, while the other builds the confidence and capability needed for long-term success.

#4

Measure whether everyone can contribute


Measuring AI adoption or both personal and company-mandated tools is useful for understanding who is building confidence with new technologies. Use the opportunity to compare adoption with meaningful measures of inclusion, such as participation, to truly understand which cohorts need more support.

About the research


We conducted a study of 1,300 leaders and learners from across the globe, focusing on profiles that participate in and manage language programs in multinational companies. 64% of respondents were from companies of over 5,000 employees. The study features respondents predominantly from manufacturing, technology, consulting, and healthcare sectors.