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When it comes to work, artificial intelligence (AI) is making its way into the “new normal”. Globally, 71 per cent of leaders agree that organisations that don’t introduce AI to their teams risk getting left behind, according to Zoom’s recent global study.
The arrival of this new AI era of work raises questions about what teams should expect from their leaders when it comes to how we harness AI in the workplace.
Leaders must ensure that AI tools are widely available to all employees, fostering inclusivity and participation in the AI implementation process. Employees should feel empowered to be part of AI implementation decisions, ensuring that no one is left behind in the AI revolution.
AI democratisation, when done right, can elevate the employee experience and help workers tap into their full potential. Here are three ways workers can be positively impacted by AI implementation:
1. Less admin, more meaning
Employers should be using AI to slash time spent on tedious admin tasks so employees can concentrate on higher-value and more interesting work, like being creative and analysing things more deeply. AI frees up time for tasks that not only move the needle on productivity but are also just more enjoyable to do.
For example, at Zoom, we’ve been using AI Companion to automate mundane tasks like note-taking, documentation, and meeting set-up, which knowledge workers typically spend half their time on.
According to our Zoom study, 89 per cent of global employees said they have fewer repetitive housekeeping tasks as a result of AI and reported having more time to focus on other things. Globally, 90 per cent of respondents agreed that AI saves time, while 89 per cent agreed AI leads to fewer mistakes.
2. Investing in human strengths
AI’s ability to automate processes and undertake analysis means some data-oriented skills, like data entry and visualisation, may start to move into the background. The things only humans are great at, like interpersonal skills and critical thinking, will stay in demand.
Half of the employees we surveyed said that with more time on their hands, they could dedicate uninterrupted focus time to completing their work. Nearly as many (46 per cent) said they would focus on developing better processes and workflows for their team. And more than a third (37 per cent) said they would dedicate more time to learning about topics relevant to their industry or career.
The time-saving capabilities of AI mean employers have the chance to invest in their employees, giving them the time to think and learn new ways to take the business forward.
3. AI-focused training and upskilling
The arrival of AI-backed workplaces is raising the bar around productivity expectations. However, employees can’t be expected to meet these heightened demands on their own. Globally, of the employees that use AI, more than one-third (37 per cent) of those surveyed are having to go it alone and bring their own AI applications to their workplaces. However, employees bringing their own tools weakens the oversight and governance organisations have over how they’re being used. Equipping them with employer-owned and managed AI tools and providing resources can help reduce the urge to bring their own tools, however.
While 86 per cent of leaders globally say their organisation provides at least some resources on how to best utilise AI, only 60 per cent of global employees said the same. Training and education help build awareness about data privacy, AI bias, and security among employees while evaluating any AI tool.
In innovative, forward-thinking workplaces, employers should not only be expected to provide their workers with AI tools, but they should also be guiding their employees on how to maximise their benefits. By bridging the disparity between leaders and their employees when it comes to AI tool accessibility, employees will have the opportunity to feel more fulfilled at work.
Bede Hackney is the head of ANZ at Zoom.
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Training is the process of enhancing a worker's knowledge and abilities to do a certain profession. It aims to enhance trainees' work behaviour and performance on the job.
Jack Campbell
Jack is the editor at HR Leader.
