AI in Belgian organisations: evolution rather than revolution

AI continues to gain ground worldwide, and Belgian organisations are no exception to this technological revolution. The 2026 Salary Survey by recruitment specialist Robert Walters shows that most companies already use some form of AI or automation. However, the way in which this is done remains cautious rather than revolutionary for the time being.

AI is around, but not yet established

Almost two out of three organisations surveyed (65%) indicate that they use AI or automation in specific areas of their operations. Another 18% plan to start within the year. Only 2% already apply it on a large scale. 

Belgian organisations are actively exploring what AI can do, but without radically redesigning their entire operations.

‘Many are sticking to pilot projects and limited applications for now, ' says Jens Spittael-Speeckaert, Director at Robert Walters.

AI is primarily changing the nature of work

Although automation is often associated with job losses, this concern seems limited among Belgian companies at the moment. Only 8% of business leaders expect AI to reduce the number of jobs, while 35% assume that the technology will mainly change the content and nature of existing roles.  

This nuanced picture also prevails when assessing the most vulnerable roles: finance and accounting (14%), HR and administration (12%), and IT and data (11%) are mentioned most often, but almost one in three organisations expect that no role will be directly threatened. 

‘The majority of companies see AI as a supporting force that helps employees work more efficiently and alleviates repetitive tasks, not as a means of replacing people,’ explains Jens.

Investing in skills and internal growth

To prepare employees for the future, Belgian companies are focusing primarily on training. Most organisations combine various initiatives: more than half (53%) offer upskilling or reskilling programmes, and a similar proportion (51%) collaborate with external training partners. In addition, around a quarter (27%) say they encourage internal mobility opportunities, while 14% use mentoring programmes to promote knowledge transfer.

However, there is still room for improvement: more than one in five organisations (22%) do not yet have formal initiatives in place to help employees develop new skills.

‘Organisations that are currently responding reactively rather than proactively to changing competency requirements risk losing their agility in the long term. For them, skills management will therefore be a key focus area in the coming years,’ concludes Jens.

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