Article Summary
- Why the adoption of AI in the workplace must be inclusive – Excluding employees from AI decision-making can lead to inequality, whereas involving them fosters innovation and trust.
- The crucial role of HR – HR leaders must advocate for participatory AI design, ensuring technology enhances rather than threatens jobs.
- How to empower employees in the AI era – Leaders should create forums for discussion, co-design AI solutions with employees, and prioritise upskilling initiatives.
As automation and artificial intelligence (AI) continue to revolutionise the workplace, the big question is how companies can harness these technologies equitably. AI presents an opportunity for companies to foster greater efficiency and innovation. However, unless workers are actively involved in the conversation about AI’s impact on their roles we risk a future where technological progress leads to greater inequality.
As economists Daron Acemoglu and Simon Johnson argue in their book Power and Progress, side-lining workers during technological shifts historically leads to increased inequality, with benefits accruing primarily to investors and corporations while workers bear the cost of disruption.1
This insight is particularly relevant for HR leaders today. By involving employees in discussions about AI in the workplace and its impacts, organisations can foster a culture of trust and collaboration, ensuring that technological progress benefits everyone rather than displacing those most vulnerable. Recent research from MIT highlights that the broader the set of stakeholders involved in defining the problems and opportunities that generative AI technologies can address the greater the likelihood that these tools will augment human work rather than replace it. 2 This participatory approach is not just beneficial but essential for creating a fair and engaged workplace in the AI era.
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The importance of worker involvement in AI adoption
Throughout history technological revolutions have reshaped industries and created new opportunities but often at a significant cost to workers. During the Industrial Revolution technological innovations drove economic growth but also widened the gap between those who owned the machinery and those who operated it. The same happened with automation in the latter half of the 20th century – efficiency increased but many workers found themselves redundant.
Generative AI in the workplace holds the promise of transformation again, but it also carries risks. The difference this time can be made by including workers in the decisions about how AI is deployed.
A significant body of research underscores the critical role of worker involvement in technology development. Involving employees in defining the problems AI should address and in co-designing the solutions results in better adoption and more effective use of the technology. According to the MIT study there are four key stages where worker involvement is crucial: defining the problem, co-designing technology and work processes, providing education and retraining and ensuring fair transitions for those impacted by technological changes.
This inclusive approach ensures that AI is used to enhance workers’ roles rather than simply displace them. As organisations increasingly adopt generative AI tools the question becomes: will these tools be used to augment the skills of employees or will they replace the human element entirely? The answer largely depends on how inclusive the decision-making process is.
The current state: HR’s missing role in AI discussions
Unfortunately many organisations are failing to include HR in the discussions around workplace AI adoption and, by extension, leaving workers out of the conversation. AI is often seen as a technical challenge to be managed by IT departments or external vendors with little thought given to how these tools will impact the people who will work alongside them.
This gap presents a unique opportunity for HR leaders to take the initiative. HR professionals are best positioned to bridge the divide between technology and people, ensuring that employees have a voice in shaping how AI will be integrated into their work. By facilitating these conversations HR can help create a culture where technology enhances rather than threatens job roles.
Participatory design: Key to augmentation
The concept of ‘participatory design’ provides a roadmap for ensuring that generative AI tools are designed and implemented with the input of those who will use them. Participatory design involves workers at every stage, from identifying problems that AI might solve, to co-designing systems and to providing feedback on implementations.
A good example of participation occurs in Germany and countries in Scandinavia. Here employers are required to consult with their work councils – bodies made up of elective representatives of the workforce – prior to introducing technological changes that affect them. The authors of the MIT study suggest that one way to make participatory design the standard practice is to establish ongoing task forces or technology advisory bodies that review plans for investing in AI systems and tools before they are implemented.
This approach can also help mitigate the risks associated with AI adoption. For example, in a study of call centre workers employees voiced approval for use of the tools that helped them better serve customers and improve the effectiveness of their work. However, the same workers responded negatively when AI tools were used to monitor their activities, highlighting the importance of involving workers in decisions about how technology is deployed​.3
Our We Invest in People framework stresses the importance of empowering and supporting people, particularly through participation and collaboration. By giving employees access to the knowledge and information they need to do their job well and involving them in decisions that impact their work leaders can create a workplace where people consistently feel their contributions make a difference. The use of generative AI tools provides a unique opportunity to democratise decision-making, ensuring that employees are not only consulted but actively involved in shaping the future of work. This is how organisations can empower their workforce to take ownership and lead, fostering a culture that continually seeks improvement and high performance.
The role of leaders in empowering employees
For leaders, fostering an inclusive approach to AI adoption is about creating a high-performing, resilient workforce. Here are some ways leaders can empower employees during technological shifts:
#1
Create forums for discussion
Establish regular forums, such as workshops or Q&A sessions, where employees can learn about upcoming AI tools, ask questions and provide input. This kind of transparency is crucial for building trust and reducing anxiety about the impact of AI on jobs.
#2
Involve employees in problem definition
Involving employees in defining the problems AI is meant to solve leads to better outcomes. By engaging employees early in the process organisations can ensure that AI in the workplace is used to augment human capabilities rather than replace them. This also helps in identifying the real challenges faced by employees, which might not always be apparent to those making decisions at the top.
#3
Facilitate participatory design
Encouraging a participatory design process ensures that AI tools are tailored to the needs of employees. HR can facilitate workshops that bring together AI developers, business leaders and employees to collaborate on technology development. This helps create solutions that are practical, user-friendly and empowering for those who will use them.
#4
Advocate for upskilling and fair transitions
AI will inevitably change the nature of work. HR must advocate for upskilling initiatives that help employees adapt to these changes. This includes providing training on new technologies and ensuring that employees whose roles are significantly impacted have opportunities for retraining or redeployment.
Conclusion
AI presents both opportunities and risks for the modern workforce. Organisations that involve employees in AI discussions and decision-making will create a more engaged, empowered, and adaptable workforce. By embedding participatory design and upskilling strategies, HR and leadership can ensure AI augments jobs rather than displacing workers. The future of work depends on companies using AI as a tool for collaboration, not control.
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Sources
- Power and Progress: Our 1000-year struggle over technology and prosperity https://shapingwork.mit.edu/power-and-progress/
- Bringing Worker Voice Into Generative AI
- Virginia Doellgast, Sean O’Brady, Jeonghum Kim, and Della Waters, AI in Contact Centers. AI in Contact Centers (cornell.edu).accessed December 20, 2023.
