The HR’s guide to supporting employee use of AI

As a HR director, I’ve seen firsthand how the rise of AI has sparked, in equal parts, excitement and concern within organisations.

Recent stats state that AI has the potential to unlock £119bn annually in revenue through driving productivity. However, this potential can only be fully realised if the technology gains acceptance from all levels of an organisation, especially from grassroots employees who are, understandably, concerned about its impact on their jobs.

The pressing question then becomes: How can employers alleviate fears around AI while fostering a culture of trust and innovation? It’s a delicate balancing act and HR is uniquely positioned to lead the way.

Innovation vs employee well-being

When it comes to introducing AI into the workplace, openness and transparency are non-negotiable. Employees are naturally wary of the impact AI might have on their job security, and as HR professionals, we need to front-load communication with honesty. It’s essential that employees see leadership as genuinely considering the broader impact of AI and not just the bottom line.

The role of HR is critical here. We are the conscience of the business, often reminding leadership of the people impact while balancing financial goals. It’s not a matter of asking, “Should we be adopting AI?” but rather, “How do we implement AI in a way that’s beneficial for everyone?” AI should not be framed as a replacement for people but as a tool to enhance their work.

By automating tedious, repetitive tasks, we free up employees to focus on more strategic and creative endeavours. Jobs are evolving, not disappearing, and it’s HR’s role to highlight this evolution. Our message to employees should be clear: AI is here to support you, not to sideline you.

In some cases, AI will inevitably replace certain roles or reduce the need for as many people in highly repetitive areas and it’s HR’s responsibility to communicate this honestly, ensuring employees understand the evolving nature of work. Our message should be clear: AI is here to support growth and efficiency, while reshaping roles, not always replacing the value people bring.

Trust through engagement

National surveys often reveal many employees believe AI will lead to fewer jobs, but two-thirds of employees believe it won’t replace them. This indicates a level of optimism, but there’s still underlying anxiety. Employees worry about using AI in their day-to-day roles, fearing they might be judged for leveraging technology to lighten their workload.

The key to addressing this anxiety is in how HR managers can build trust. By highlighting the benefits AI brings – such as space for increased productivity, creativity, innovation and necessary thinking time – we can shift the conversation from fear to empowerment.

It’s about creating meaningful roles that engage employees and ensure they continue to feel valued. Part of our job is to reskill and retrain the workforce to adapt to AI. This doesn’t mean we take responsibility for every employee’s learning journey, but we must actively understand how AI is affecting job roles and where support is needed.  By doing so, we create a workforce that feels equipped and empowered to work alongside AI, rather than being overwhelmed by it.

Redefining the role of HR

HR’s role is evolving alongside the technology we manage. It’s no longer just about managing people; it’s about managing change. We need to take a proactive stance in helping employees see AI as an ally. This means taking the stigma away from “just sitting and thinking” or using AI for initial ideas. Employees often feel guilty if they’re not constantly busy, but some of the best insights come during those moments of reflection.

AI can help employees carve out time for creativity by automating routine tasks, but HR needs to guide this process carefully. We must avoid the risk of lethargy and complacency. AI should be a tool that sparks innovation, not one that leads to laziness. Encouraging employees to use AI to kickstart projects, but not relying on it for everything, helps maintain a balance between human creativity and technological efficiency. I believe that both HRs and management should share how they integrate AI into their everyday work to alleviate the worry and doubt about using the technology in their own projects.

HR also has a responsibility to create guidelines around the use of AI in the workplace. By understanding AI’s role in enhancing work, we can spot when it’s being used inappropriately and intervene to support employees in using it effectively. Usually, it’s the different tone of voice that stands out in an AI generated piece of work and it’s up to the employee’s line manager or HR manager to offer guidance in how to integrate their own personality and tone into their AI generated projects.  These learnings will ensure that AI is seen as a tool for job enhancement, not job replacement, and protects the integrity of the work being done.

Steps for embracing AI

One practical step HR can take is to embed discussions about AI into the employee experience from the start, including during recruitment and appraisal processes. By making AI part of the conversation from day one, we can remove the mystery and anxiety around it. This transparency ensures employees know what is expected of them and how AI will play a role in their day-to-day responsibilities.

The role of HR is to ensure that AI is used responsibly, both by employees and leadership. It’s a collaborative effort, one that involves every stakeholder in the organisation. Empowering the workforce, regulating AI’s use and fostering an environment where AI is viewed as a tool for growth rather than a threat are key to a successful AI integration.

From HR to the future

HR professionals themselves need to be prepared for the shifts AI is bringing. Job design is changing, and we must adapt by incorporating AI-related skills into job descriptions and creating new roles that align with this new era. By staying ahead of the curve and understanding AI’s potential HR can lead the organisation through this transition smoothly.

AI is here to stay and its impact on the workplace will only grow. However, by approaching its implementation with openness, transparency and a focus on employee well-being HR can ensure that AI becomes a tool for empowerment rather than a source of fear.

Our role is to bridge the gap between leadership’s excitement and employees’ concerns while fostering a culture where AI enhances, rather than diminishes, the human element of work.