聚焦人本：工作场所的人工智能实践+A+Human-Centered+Approach+To+AI+In+The+Workplace

AHuman-CenteredApproach

ToAIInTheWorkplace

ExploringTheFutureOfArtificialIntelligenceInHRThrough

TheEyesOfEmployeesAndPeopleLeaders

AFORRESTERCONSULTINGTHOUGHTLEADERSHIPPAPERCOMMISSIONEDBYWORKDAY,NOVEMBER2023

TableOfContents

3ExecutiveSummary

4KeyFindings

5UnderstandingTheCurrentLandscape:

PerspectivesOnAIAdoptionInHR

19There’sADisconnectBetweenEmployees

AndPeopleLeaders

22EmployeesNeedAIKnowledge

AndClearCommunication

35ChartingThePathAhead:What’sOn

TheHorizonForAdvancingAIInHR

41KeyRecommendations

42Appendix

ProjectTeam:

JoshBlackborow,

SeniorMarketImpactConsultant

LillieSinprasong,

AssociateMarketImpactConsultant

ContributingResearch:

Forrester'sDigital&Consumerresearchgroup

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AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE2

ExecutiveSummary

Artificialintelligence(AI)ischangingthewaywework.Fromdevelopmenttoaccountingtosupplychain,organizationsareadoptingAIacrossallbusiness

areas.ThisstudyexamineshowHRinparticularisusingAItoreshapeemployeedevelopment,recruiting,andmore.

InAugust2023,WorkdaycommissionedForresterConsultingtoevaluatetheimpactofAIinHRandtobetterunderstandtheperspectivesofboth

peopleleadersandemployeesontheadoptionofAIingeneral.Toexplorethistopic,Forresterconductedtwoonlinesurveys:onewith1,124HR

technologydecision-makersandonewith1,340frontlineandofficeworkersatorganizationsacrosstheglobe.Wefoundthatwhiletheperspectives

betweenthegroupsaredifferentinmanyways,theyareoftenmoresimilar

thanleadersmightexpect.Thereisdefinitealignmentinsomeareasand

misalignmentinothers.AIpresentsanopportunitytorevolutionizetheway

thatHRoperates.However,thedevilisinthedetails:ThewaysorganizationsenactAIprogramsand,mostimportantly,thewaystheycommunicateto

theiremployeesdetermineswhetherAIprogramsinHRsucceedorfail.

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE

3

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE

4

KeyFindings

AIisafundamentalpartofthefutureofHR.Seventypercentof

peopleleadersbelieveAIwillbecrucialforsuccessinHRinthenextfiveyears.WhileadoptionofAIusecases(e.g.,candidatematching,AI-drivencareerpathing)iscurrentlyintheearlystages,theyexpectusetorapidlyincreaseinthenearfuture.

EmployeesarefarmoreexcitedaboutAIthanleadersbelieve

theyare.Only31%ofleadersbelievetheirorganization’sworkersareenthusiasticabouttheuseofAIintheworkplace,but73%

ofemployeessaidtheyhopetheircompanyexploresmoreAI

implementation.Thisdisconnectcansignificantlyaffectthewayan

organizationcommunicateswithitsemployeesaroundAI.

TrainingforAIiscritical,butleadersoverestimateemployees’

knowledgeofit.While64%ofleadersbelieveemployeeshavea

goodunderstandingofAI,only34%ofemployeessaidtheyhave

agoodunderstandingofAIandhowitcanbeusedintheworkplace.

Trainingisvitalforemployeestonotonlyknowteachthemto

effectivelyuseAI,butalsotoempowerthemandreducetheir

concernsaboutthetechnology.

OrganizationsarenottransparentenoughaboutAIwiththeir

employees.Transparencyandcommunicationarekeytoalleviatingworkers’concernsandgainingtheirbuy-inonAI.However,only16%

ofleadersbelievethathavingemployeebuy-iniscriticalforAIsuccess,

andonly36%ofleadersfeeltheirorganizationhasbeen

clearandopenabouttheuseofAIwithitsemployees.

UnderstandingTheCurrentLandscape:PerspectivesOnAIAdoptionInHR

Howdoleadersandemployeeseach

feelaboutAItodayandforthefuture?

Duringthepastyear,leadersacrossenterpriseshavescrambledtoseehow

AIcanshapethefutureoftheirdepartments,andHRleadersarenodifferent.

However,beforelookingatthefuture,it’simportanttounderstandthe

present.Byunderstandingthecurrentlandscape,leaderscangainvaluable

insightsintothechallengesandopportunitiesthatlieaheadinharnessingthe

powerofAIinHR.

AIISAKEYCOMPONENTOFTHEFUTUREOFHR

AIisrapidlyemergingasacriticalpartofthefutureofHR,andithasthe

potentialtotransformemployeeexperienceandorganizationalprocesses.

Seventypercentofdecision-makerssaidAIwillbeinstrumentaltosuccess

inHRduringthenextfiveyears.Andperhapsevenmoreimportantly,73%of

leadersbelieveAIwillhaveapositiveimpactonemployeeexperienceand

engagement.

AIenthusiasmishighestinNorthAmerica(75%)

andlowestinAsiaPacific&Japan(66%).

AIhastheabilitytoreducerepetitivetasks

foremployees,helpcompaniesbecomemore

data-driven,andimproveself-serviceofferings

foremployees,amongmanyotherbenefits.AsoneHRdirectorforafinancialservicescompanytoldus,“Thepossibilitiesseemendless.”

“Wehavewitnessed

fasterrecruiting,better

matching,fasteremployee

issueresolve,andhigher

satisfactionandemployee

retention.”

HRC-levelexecutive,

technology

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE5

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE

6

PerspectivesOnHowAIWillShapeHRInTheFuture

“Lessadministrativeworkby

staff.Moretimetodohigh-level

work.Lessresourcesnecessaryfor

routinetasks.Moneysavings,time

savings,andresourcesavings.

“Thepossibilitiesseemendless.

Alotofpotentialinourfraud

controlsforAItobeproactive

aboutmonitoring.Iexpect

thatorganizationswillbe

abletoselectfromcommon

componentsto[complement]

currentsystems.”

HRdirector,financialservices

and/orinsurance

HRvicepresident,government

“HRteamswillmovetobemore

data-drivenandnewroleswill

develop.Icanseesomemanual

functionsbecomeobsoleteor

evolvetotakeonothertasks.Itwill

allowHRtobecomemorestrategic

[especially]insmall/medium-size

companiesaslesstimewillbe

spentonreactive/repetitivetasks.

Thecompanythatdevelopsa

dataanalyticstool/programand

associatedtrainingforsmall/

mediumHRteamswillhavethe

potentialtobeverysuccessfulas

“Ithinkit’sgoingtobedrastic.It

scaresmequiteabit,butIthink

somuchofHRwillmovetoa

self-servicemodelanditwill

providecostsavings.”

thatskillsetdoesnotcurrentlyexist

inmostteamsofthatsize.”

HRdirector,healthcare

HRvicepresident,healthcare

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE

7

USECASES:WHATDOESAI

FORHRLOOKLIKE?

TherearecountlesswaysinwhichAIand

machinelearningtechnologycanbeutilizedwithintheHRspace.Forthepurposesofthisstudy,wefocusedonfivekeyusecasesthatwebelievetobecoreforthenearfutureof

AIinHRandtheemployeeexperience:

1.ConversationalexperienceleveraginggenerativeAI.AIisusedtohelp

peoplefindinformationandcompletetransactionssuchasretrievingspecific,highlypersonalizedresultsthrougha

morehuman-centricconversational

interfaceandexperience.

“[AIhasallowed]HRto

focusonhigherpayoff

activitiesthatcanimprove

ourcompanyandtheirown

careerprogression.Ithink

wewillseelessburnoutin

thefuturewithpeoplebeing

abletofocusonthekey

functionallyoftheirpositions,

getmorefulfillment,and

producequalitywork.”

HRvicepresident,

financialservices

2.Candidatematching.AIisusedtodeliverefficiencyandgreater

accuracyinmatchingexternalandinternalcandidatestoopenjob

orprojectopportunities.

3.Gigandjobmatchingforinternalcandidates.AIisusedtocurate

recommendedgigs(i.e.,part-timeassignmentwithinanindividual’sown

organization)andallowinternalcandidatestoidentifyandapplyforjobs

withintheirorganization.

4.AI-assisteddevelopment.AIisusedtocreatehighlypersonalizedand

contextualdevelopmentplansforjobmasteryandskilldevelopment.

5.AI-drivencareerpath.AIisusedtoempoweremployeeswithgreater

personalizationofcareerpathrecommendationsbymatchingjob

profiles,creatingdevelopmentplans,findinggigs,andmore.

FIGURE1

Wefoundthatadoptionoftheseusecasestodayisstilljustinthebeginning

stages.Ofthefiveusecasesstudied,fourhaveadoptionunder45%

(seeFigure1).OnlyconversationalexperienceleveraginggenerativeAIhadadoptionratesover50%.It’sworthnotingthatwebelievemany

respondentsmaybeindicatingchatbotadoptionthatisn’tactuallyleveraginggenerativeAI.

NorthAmerican(61%)andEuropean(63%)respondentswerefarmorelikelytohaveimplementedconversationalexperiencesthanrespondentsinAPACandJapan(52%)andSouthAfrica(57%).

LEADERS

“WhichofthefollowingusecasesofAIforHRhasyourorganizationimplemented?”

ConversationalexperienceleveraginggenerativeAI(usingAI-drivenconversationalexperiencestohelpemployeesfindanswersandresources,e.g.,chatbots)

60%

Candidatematching(AIbeingusedtomatchexternaljobcandidatestoopenjoborprojectopportunities)

42%

Internalgig(part-timeassignmentwithinyourownorganization)andjobmatchingforinternalcandidates(AIbeingusedtomatchemployeestointernalprojects,gigs,oropenroles)

32%

AI-assisteddevelopmentplans(AIusedtocreateandguideemployees'developmentplansforjob

masteryandskilldevelopment)

30%

AI-drivencareerpathrecommendations(AI-drivenrecommendationsforemployees'career

progression)

28%

Base:1,124technologydecision-makersatglobalorganizationsthinkingofinvesting/alreadyinvestinginAIforHR

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE8

Leadersseesignificantvalueineachoftheseusecasesandexpectthem

toimproveHRandtheemployeeexperienceinavarietyofways.For

example,theythinkusingAIforcandidatematchingwillimproveefficiency

inthehiringprocess(63%),AI-assisteddevelopmentplanscanimprove

employeeproductivity(65%),andconversationalexperienceusing

generativeAIcanhelpemployeesgettheinformationtheyneedmore

quickly(71%)(seeFigure2).

DataindicatesthatmostcompaniesareonlyjuststartingtoadoptAIfor

HR.Despitethis,leadersexpectAIimplementationtoskyrocketgoing

forward,andtheyknowthey’regoingtoneedtokeepup.Incredibly,74%

ofdecision-makersalreadyfeelliketheirorganizationsarebehindwhenit

comestoAIadoption.Leaderstoldusthattheywishedtheirorganizations

hadbeenmoreproactiveinadoptingAIsooner.Weunderstandthe

excitementand,asoneHRdirectortoldus:“Wespentalotoftime

debatingandwaitingbeforestartingonourAIjourney.Ireallywishwe

wouldhavestartedsooner.”

WhilegettingtheballrollingonAIisimportant,it’sstillcrucialforleaders

toapproachitstrategicallyandcarefully.OneVPofHRtoldusthattheir

bestadviceforthosestartingtheirAIjourneys:“Takeyourtimeanddon’t

rushintoitjustbecauseeveryoneelseisdoingit.Doyourduediligence

tounderstandthesoftware/capabilitiestounderstandifit’safitforyour

company.”Findingthebalancebetweenspeed—withoutsacrificing

security—isthekeytoadoptingAIwithinHR.

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE9

FIGURE2

LEADERS

“WhatbenefitshasyourorganizationseenordoyouexpectittoseefromimplementingtheseAIusecases?”

CandidateMatching

Improvedefficiencyinthehiringprocess

63%

LesstimespentbyHRemployees

reviewingapplications

54%

Ahighernumberofdiverse

candidates

51%

AI-AssistedDevelopmentPlans

Employeesfeelmoreempoweredbythe

organizationprovidingthemwithbetter

developmenttools

69%

Employeesaremoreproductive

65%

Employeesdeliverhigher-qualitywork

62%

AI-DrivenCareerPath

Recommendations

Employeesaremoreproductive

56%

Employeesarehappier

54%

Opportunitieshaveimprovedfor

underrepresentedgroupsinleadershiporjobprofileswheretheyhavebeen

traditionallyunderrepresented

51%

GigAndJobMatching

ForInternalCandidates

Betteruseofemployeeresources

57%

Improvedemployeeretention

55%

Greaterabilitytofillgapsinstaff/skillswithinternalresources(asopposedtohavingtooutsourceorhire)

53%

ConversationalExperience

UsingGenerativeAI

Employeesareabletomorequickly

gettheinformationtheyneed

71%

Employeesarehappier

63%

HRemployeesfeelmoreempoweredbythe

organizationprovidingthemwiththistool

60%

Base:1,124technologydecision-makersatglobalorganizationsthinkingofinvesting/alreadyinvestinginAIforHR

Note:Showingtop3benefitsperusecaseshown

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE10

EVALUATINGUSECASESACROSS4KEYMETRICS

Inthisstudy,employeesandleaderswereeachgivendetaileddescriptions

ofthefivekeyusecasesandthenaskedtoratethemacrossfourmetrics.

Thesemetricsincludethefollowing:

1.Overallleveltowhichtheywouldbehappytohavetheusecase

implementedattheirorganization

2.Valuefortheorganization

3.Levelofconcern(i.e.,leveltowhichtheyareworriedaboutpotential

problems/riskswiththistechnology)

4.Personalvalue(i.e.,valuefortheindividualemployeeorleader)

Employeesandleadersrankedtheusecasesquitedifferently;what

impactedtheiroverallenthusiasmtowardstheusecasewasalsodistinct.

Whilepersonalvalue,organizationalvalue,andlevelofconcernwerecriticalinputstooverallhappinessforAIusecaseimplementationacrossboth

groups,personalvaluewasunsurprisinglythebiggestdriverforemployees

andorganizationalvaluewasthemostimpactfuldriverforleaders.For

leaders,concernlevelhadalmostnoeffectontheiroverallhappinesslevel.

Hereishoweachgrouprankedtheseusecasesacrossthefourkeymetrics:

LEADERS

EMPLOYEES

UseCaseRankings

“OverallleveltowhichI’mhappytohavethisimplementedatmyorganization.”

LEADERS

1.AI-drivencareerpathrecommendations

2.Internalgigandjobmatching

3.AI-assisteddevelopmentplans

4.ConversationalexperienceleveraginggenAI

5.Candidatematching

EMPLOYEES

1.ConversationalexperienceleveraginggenAI

2.AI-assisteddevelopmentplans

3.AI-drivencareerpathrecommendations

4.Candidatematching

5.Internalgigandjobmatching

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE11

“Valuefororganization”

LEADERS

1.AI-drivencareerpathrecommendations

2.Internalgigandjobmatching

3.ConversationalexperienceleveraginggenAI

4.Candidatematching

5.AI-assisteddevelopmentplans

“Levelofconcern”

LEADERS

1.AI-drivencareerpathrecommendations

2.Internalgigandjobmatching

3.AI-assisteddevelopmentplans

4.ConversationalexperienceleveraginggenAI

5.Candidatematching

“Valueforme,personally”

LEADERS

1.AI-drivencareerpathrecommendations

2.Internalgigandjobmatching

3.AI-assisteddevelopmentplans

4.ConversationalexperienceleveraginggenAI

5.Candidatematching

EMPLOYEES

1.Candidatematching

2.ConversationalexperienceleveraginggenAI

3.AI-assisteddevelopmentplans

4.AI-drivencareerpathrecommendations

5.Internalgigandjobmatching

EMPLOYEES

1.Candidatematching

2.AI-assisteddevelopmentplans

3.ConversationalexperienceleveraginggenAI

4.Internalgigandjobmatching

5.AI-drivencareerpathrecommendations

EMPLOYEES

1.ConversationalexperienceleveraginggenAI

2.AI-drivencareerpathrecommendations

3.AI-assisteddevelopmentplans

4.Internalgigandjobmatching

5.Candidatematching

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE12

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE

13

FIGURE3

EMPLOYEESHAVECONSIDERABLEENTHUSIASM

FORAI—ANDCONCERNS

MedianarrativesoftenpaintapictureofananxiousworkforcewhenitcomestoAI.Butisthatactuallyhowemployeesfeel?Wefoundthat:

•Employeesseesignificantvalueinthepotential

ofAI...OurstudyfoundthatemployeesunderstandthesubstantialvaluethatAIcanprovideinmaking

themmoreproductiveintheirjobs.Theybelievethat

AIusewithinHRcanhelpthemaccessinformationmorequickly,givethemasenseofempowerment,helptheir

productivity,andmore(seeFigure3).

Employees

understand

thesubstantial

valuethatAI

canprovidein

makingthem

moreproductive

intheirjobs.

Employees'enthusiasmforAIwasparticularlyhighinSouth

AfricaandNorthAmericaandwaslowerwithinEurope.

EMPLOYEES

“Towhatextentwouldyouagreewitheachofthefollowing

abouthowAIuseinHRcouldhaveapositiveimpactonyou?”

(Showing“Agree”and“Stronglyagree”)

76%Itcouldmakeitquickerandeasiertofindinformation

71%Itcouldgivemeasenseofempowermentbyhavinggreatertoolstouse

66%Itcouldsavethecompanymoneythattheycoulduseelsewhere

63%Itcouldhelpmyproductivity

58%Itcouldhelpitmakeiteasiertofindanewjob

48%Itcouldhelpmeprogressmycareer

Base:1,340globalfrontlineandofficeworkersatamanagerlevelorbelow

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

FIGURE4

•...ButtheyhaveconcernsaboutthepersonalimpactofAI.Despite

optimism,employeesstillhavepracticalconcernswithAI.Nearly70%saytheyareconcernedwithAImisusingtheirpersonaldata,while53%areworriedaboutbeingputoutofajoband46%areconcernedaboutAIbias(seeFigure4).Biasisaparticularlysignificantconcernwhen

itcomestothosewhoitwillaffectmost.Forexample,incandidate

matching—ausecasewithsignificantriskforunethicalbias—bias

playsasignificantlyhigherroleintheoverallconcernlevelforwomenandnon-whiteemployeesthanitdoesformenandwhiteemployees.

EMPLOYEES

“TowhatextentdoyouagreewiththefollowingstatementsrelatedtoAI?”

(Showing“Agree”and“Stronglyagree”)

69%

53%

46%

I'mconcernedabout

mypersonaldatacoming

fromAIbeingmisused

orcompromised

I'mconcernedaboutAI

puttingmeoutofajob

I'mconcerned

aboutbiasinAI

Base:1,340globalfrontlineandofficeworkersatamanagerlevelorbelow

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE14

FIGURE5

•Overall,AIenthusiasmlevelsvary.Employeeshaveseenbenefitsin

AIadoptionbutalsohaveconcerns.Eachemployeewillweighthese

differently.Becauseofthis,theoverallpopulationissomewhatsplit:42%believeAIadoptionwillbeoverallpositiveforthem,27%feellikeitwon’t,and29%areunsure(seeFigure5).

WorkersfromSouthAfricahadthemostpositiveoutlook

onAI(57%believeitwillbenetpositive).Respondents

fromNorthAmericahadthemostnegativeoutlook(29%

believeitwillnotbeanetpositive).

EMPLOYEES

AIUseExpectedToBeMostlyPositiveOverall

27%

No

42%

Yes

29%

Unsure

Base:1,340globalfrontlineandofficeworkersatamanagerlevelorbelow

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE15

AICautious

Believers

AIEnthusiasts

EMPLOYEEPERSONAS

Unsurprisingly,employeeshaveawiderangeofenthusiasmandconcern

levelswhenitcomestoAIintheirwork.Todigintothenuancesandbetter

advisedecision-makers,wegroupedemployeesintofourpersonasbased

ontheirreportedlevelofconcernforAIimplementationandtheirperceived

valueofAIintheworkforce.Thefourpersonasinclude:1)AIEnthusiasts,2)

AICautiousBelievers,3)IndifferentToAI,and4)AISkeptics.

Thesepersonasserveasvaluabletoolsforanalyzingandcategorizing

employeeattitudesandbehaviorstowardsAI,allowingforamorenuanced

examinationofthepotentialbenefitsandchallengesassociatedwithAI

integrationinHR.

HIGHAI

CONCERN

LEVELS

LOWAI

CONCERN

LEVELS

LOWPERCEIVEDVALUEOFAI

HIGHPERCEIVED

VALUEOFAI

AISkeptics

Indifferent

ToAI

Base:879globalfrontlineandofficeworkersatamanagerlevelorbelow

Note:Baseislowerthanthetotalnumberofrespondentsinsurveybecausenotallrespondentscategorizedintooneofthese4personas.

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE16

AISkeptics

•Secondyoungestpersonaonaverage

•GreatestconcernsarewithethicsandprivacyinAI

•LeastcommonpersonainEMEA

•MostcommonpersonaforITprofessionals

•LeastcommonpersonaforHRemployees

Indifferent

ToAI

•Oldestpersonaonaverage

•ThepersonawiththelowestconcernsaboutAIprivacy

•Mostcommonpersona

inNorthAmericaandleastcommonpersonainAPAC&Japan

•Byfartheleastlikelypersonaforthose

workinginnonprofitsandhealthcare

Personafacts

AICautious

Believers

•Secondoldestpersonaonaverage

•ThepersonathathasthegreatestconcernsaroundjobsecuritywithAI

•MostcommonpersonainAPAC&Japan

•MostcommonpersonaforHRemployees

•Mostcommonpersona

forhealthcareemployees

AIEnthusiasts

•Youngestpersona—mostlikelybyfartobe18to25

•GreatestconcernsarewithAIethics

•MostcommonpersonainEMEAandleastcommonpersonainNorthAmerica

•Mostcommonpersonaforpeopleinsales

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE17

KEYTAKEAWAYS

AIwillplayacriticalroleinthefutureofHR.

AdoptionlevelsofAItechnologywithinHRarestillfairlylowtoday.

EmployeeshavesignificantenthusiasmforhowAIcanhelpthemintheirwork,buttheyalsohavesomeseriousconcerns.

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE18

EMPLOYEES

ofdecision-makersthinkthatworkersareexcitedabouttheuseofAIintheworkplace…

…but

73%

ofworkerstoldusthattheyhope

theircompanyexploresmorewaystoimplementAIindifferentpartsoftheworkplaceandorganization.

Base:1,340globalfrontlineandofficeworkersatamanagerlevelorbelow

Source:AcommissionedstudyconductedbyForresterConsultingonbehalfofWorkday,

August2023

There’sADisconnectBetweenEmployeesAndPeopleLeaders

Wherearethekeypointsofcontentionand

misunderstandingbetweenemployeesand

leaderswhenitcomestoAI?

TheuseofAIinHRprocessesisseenasvaluableforworkersandleaders;

however,therearesubstantialfactorsinwhichthesegroupsdifferinhow

theyunderstandandvalueAIaswellastheirexpectationsforoneanother.

LEADERSVASTLYUNDERESTIMATEEMPLOYEEINTEREST

INAI

Thereisasubstantialdisconnectbetweenworkersandleadersaround

employeeperceptionsofAI.Ourresearchfoundthatmostleadersdon’tthink

thattheiremployeeshaveanyenthusiasmtowardsAI.Lessthanone-third

ofleaders(31%)citedthattheybelieveworkersareexcitedabouttheuseof

AIintheworkplace.However,nearlythree-quartersofemployees(73%)said

theyhopetheircompanyexploresmorewaystoimplementAIindifferent

partsoftheorganization(seeFigure6).

LEADERS

FIGURE6

Only

31%

Base:1,124technologydecision-makersatglobal

organizationsthinkingofinvesting/already

investinginAIforHR

Source:Acommissionedstudyconductedby

ForresterConsultingonbehalfofWorkday,

August2023

AHUMAN-CENTEREDAPPROACHTOAIINTHEWORKPLACE19

FIGURE7

Thisisacrucialdisconnect.Ifleadersdon’texpectemployeestohaveany

enthusiasmtowardsAI,thereisastrongchancethattheymaynotputeffortintoquellingtheirconcernsandinsteadseeemployeebuy-inforAIisanobstacle.

ThisalsohasthepotentialtodelayorganizationalAIadoptioniftheyincorrectlybe