Restructuring work for productivity and culture
2026 marks a significant return to full-time, in-person work and artificial intelligence (AI) adoption for western Canadians as employers look to address productivity declines and improve corporate culture.
The Alberta and Ontario governments lead public sector returns to the office while large corporations such as Rogers and the major Canadian banks lead the private sector.
The Government of Alberta says the move to bring public employees back to the office reflects “similar actions taken by other organizations, including the Government of Ontario.” Ontario’s Minister of the Treasury Board says “this transition is an important step that supports the government’s ongoing efforts to build a more competitive, resilient and self-reliant Ontario.”
While there are no specific stats or information on AI usage in the Alberta public sector, those in the B.C. public sector (a mix of in-person and remote work) are “exploring the possibilities of AI and how it can be used to deliver services faster” across ministries and for the benefit of “people living in B.C.”
RBC is one of the major banks bringing employees back to the office. The bank said it is a “relationship-driven bank, and in-person, human connection is core to our winning culture” and that it is “confident that prioritizing working together in-person is a vital component in setting us up for continued, long-term success.”
Separately, the company’s AI page says the bank is “unlocking exceptional client value and employee productivity” through these tools.
AI impacts on culture and productivity
As organizations look to increasingly mix in-person and AI work, it will be especially important to understand where generative AI can enhance productivity and culture and where it can be a detriment in these contexts.
Generative AI uses artificial intelligence to generate “content such as text, images, video, audio or software code in response to a user’s prompt or request.”
Of the Canadian employers surveyed for KPMG’s Generative AI Adoption Index, 93 per cent “report enterprise-level adoption of generative AI,” while 51 per cent of surveyed employees say they use these tools at work.
While AI integration is often discussed as a way to boost productivity, these tools can be ineffective or have a negative effect if used incorrectly or if risks are not recognized and mitigated, and employees recognize this challenge.
In KPMG’s survey, 83 per cent of those employees surveyed said that they want to upskill/reskill and 40 per cent are worried about being laid off “if they can’t use AI effectively.”
While most organizations frame AI usage in terms of productivity, they also need to understand how AI impacts culture and working relationships.
One study published in the Journal of Applied Psychology found that “employees with higher levels of anxious attachment are more sensitive to the experience of interacting with AI” and the feelings of loneliness and isolation that can arise.
Some individuals responded by looking for more opportunities to collaborate and support their colleagues to re-engage and feel more connected. Others became even more detached, which led to increased isolation and, in some cases, insomnia and increased substance use.
Rethink physical workspaces
As many employers think about how to seamlessly integrate technology into office spaces, finding the right balance between open and enclosed spaces is also important.
Open spaces can facilitate impromptu socialization and help maintain workplace culture and connections. However, quiet spaces are important for productivity and focus.
The 2025 Occupancy and Utilization Index shows that “enclosed spaces carry disproportionate demand” whether these spaces are for individual, focused work or collaboration as offices tend to be more open. For those who have become used to working from home offices, returning to open floor plans can be an adjustment.
Different industries and occupations may also have different space needs and organizations are embracing “greater authenticity around culture and work style, which translates into very tailored workspace improvements that meet unique workforce needs.”
Managing Canadian workplaces in 2026
Whether employees are working in office, hybrid or remote, tools that support meaningful and authentic engagement across organizations can help to address the isolating effects of AI and other technologies.
Intentional adoption rather than going with the flow of technology is important as teams can think through the benefits and risks of different tools, including those using AI.
The most popular tools such as Culture Amp, which provides real time engagement analytics, or Notion, an “all-in-one” collaboration tool, are U.S.-based, which raises concerns of data sovereignty and security. While some businesses or sectors may have less risk, larger organizations or public sector entities may not be able to maximize the benefits of these technologies given the risks.
Government supports for Canadian industry to develop these tools for Canadian workplaces and contexts, particularly for those more exposed to risks of foreign ownership of AI tools, is one possible solution. Robust policy frameworks, which set data security parameters for foreign-owned tools, would help to support those businesses who can use such tools to protect themselves.
Leadership and managers are also part of the solution. In-office presence allows for more impromptu socialization, whether in the lunchroom or around the water cooler. Check-ins can be more informal, and it’s easier to identify some challenges in person compared to remote work contexts.
Looking forward
As western Canadian workers return to full-time work in person, it’s important to recognize that even working in person does not look the same as it did in 2019 thanks to digital integration and AI adoption. The ways work is produced or colleagues engage with each other have evolved, and now AI coworkers are in the mix.
Supporting Canadian-made solutions to these workplace challenges will require resources and a rethink of how to best address the productivity challenges facing the country, while ensuring workplaces remain collaborative and engaging.
The Future of Work and Learning is compiled and written by Stephany Laverty, Canada West Foundation’s Senior Policy Analyst.
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