AI is reshaping workplaces, offering improvements in productivity, efficiency and creativity. However, as companies adopt this technology, a trust gap between employees and leaders is emerging, and it could cause problems in the workplace.
To avoid this, we need to build trust and support employee wellbeing. Leaders need to show they care, listen to concerns, and clearly explain the reasons behind any changes made across the business.
Diverging perspectives on AI’s impact
Employees and leaders often see AI’s impact on work differently. Employees mostly see AI as a way to improve the quality of their work and take on new tasks. Our research revealed that only 32% of UK employees plan to use AI to increase their work output, while 43% of senior leaders expect AI to boost productivity.
This gap shows there is a need for leaders and employees to align on expectations to ensure AI is being used in the right way by everyone – and further than this, that employers are providing their people with the right skills and training to use AI in a way that will produce benefits for the business. The research shows when employees feel their views match their leaders’, they are almost twice as likely to trust them to implement AI well, and more than twice as likely to use AI regularly.
Leadership that builds trust
There is also a large gap in trust between employees and leaders when it comes to using AI ethically and putting employee wellbeing above profits. Less than half (47%) of UK employees think their leaders will prioritise wellbeing when introducing new technologies.
While this is perhaps a sign of the times, it is important for employers to recognise that uncertainty – whether this is around business performance or macro geopolitical factors – impacts the ability to create trust. As a way of rebuilding this, leaders need to focus on employee wellbeing through clear and caring actions. They should listen to concerns, show a real commitment to mental and emotional health, and explain how AI and other new technologies will affect employees and their jobs.
Clear communication is vital to the success of a business, amongst other areas it ensures employees feel clued in on the company’s vision and understand how they are looked after.
The role of employee experience in AI adoption
A strong employee experience gives companies a competitive edge when it comes to realising the potential of any new technology. Workers who feel engaged, supported, and valued by their organisation are not only more trusting of their leaders, but also more excited by AI and more likely to use it frequently.
For businesses focused on boosting productivity, improving the employee experience must be a priority. Positive employee experiences – where workers feel their expectations are exceeded and have opportunities to share feedback – directly correlate with higher levels of trust, excitement, and usage of new technologies.
To build trust and maximise the benefits of AI, leaders should focus on ensuring both employees understand the purpose and goals of using AI from the start. Employees need support, including clear guidelines, ethical principles, and training, to help them adjust to any changes in company processes.
Engaging employees through change
People are key to any change management process. To get employees involved in business changes, leaders can take some practical steps. First, identify internal champions of change. Find employees who can lead, teach, and show how AI works, helping to create a culture of teamwork and excitement.
We also need to see HR and IT teams working together. HR and people teams can help employees connect with, and use, AI effectively, while IT ensures they have the technical knowledge to use the right tools securely.
Trust is harder to build during times of change, so it’s even more important for leaders to show care, honesty and responsibility when introducing new technology now. By focusing on employee wellbeing, addressing concerns, and building trust, companies can successfully manage technological changes and make the most of new systems for their teams.
With several years of experience in the field of Culture and Employee Engagement, Simon's main areas of expertise revolve around thought leadership and measurement tools to help deliver on People Strategies such as survey design, management and interpretation. Over the last decade, Simon has cultivated an interest in different approaches and methodologies on employee listening, and the correlation to commercial performance and other metrics.
