AI promises so much: more output, less effort, faster delivery, leaner operations. There’s no denying that it represents a massive opportunity for business. But is it just us, or is it taking a lot longer to realise that potential than anticipated?
Are we asking too much, too soon?
At the 2025 CIPD Festival of Work, many of the delegates we spoke to were excited about the potential AI has to offer – but curiously, many of them felt that they are only now getting permission to explore this area. And this is backed up by the data.
Earlier this year Gartner asked CEOs whether they expected to achieve productivity gains in the next 12 months, and the answer was yes – a productivity uplift of 17%. But just 8% of employees in the same survey reported using GenAI to improve their output.
That gap tells a story. C-suite expectations are high, but employee confidence is low. People are risk-averse about applying AI to their day-to day.
Perhaps this is why adoption is stalling, and productivity gains are patchy. If employees still aren’t sure how - or even if - they’re meant to use AI, all that potential is getting lost in messy - human - uncertainty.
Implementation needs to be clearer and more structured if we are to achieve the results we’re all hoping for.
Should HR take the wheel?
C-Suite leaders have overestimated speed - and underestimated complexity. Instead of empowering employees, many AI tools are creating friction: adding to workloads, raising ethical and legal concerns, and introducing change without clarity or support. And that’s if they’re in use at all.
What’s more, there’s a fundamental mismatch in expectations. While leaders see AI as a lever to boost output, employees see any reclaimed time as breathing space. A chance to catch up in an already high-pressure world.
- Just 1 in 3 employees feel equipped to adopt AI in the next three years (Gartner).
- Only 14% of HR leaders say employees have a voice in technology decisions (Gartner).
Some might say it’s a job for IT, and you could even argue for Operations or Change Management. But are they really the ones to transform strategy into action, and walk a fine line in ethics and employee engagement? When the biggest impact is on people, it seems more logical for HR to lead.
The opportunity for HR
HR sits at the crossroads where people, performance, and progress meet. When technology shifts how we work, it’s often HR that steps in to support that change, and do it sympathetically. And this is a pivotal moment, providing a huge opportunity for HR to prove business value and shape the implementation of new technology for the better.
It may not be an easy conversation to lead, but it’s a necessary one. AI shouldn’t be something that happens to employees - it should be something that works for them. That means supporting adoption in a way that feels practical, inclusive and human-first. After all, isn't that the draw for many HR practitioners - creating a space where people can really thrive?
Of course, that might mean clearing some space in your schedule. But the payoff is worth it. According to Gartner, when organisations take a human-first approach to AI, employees are:
- 1.5x more likely to become high performers
- 2.3x more likely to be engaged with their work
With the right support, AI can strengthen connection, collaboration and clarity at work. The things that we know are at the heart of your five-year strategy. You’ll need support from other functions, but HR can and should lead the shift to a new way of working -aligning business goals with the realities of day-to-day work. So you can help your people feel confident, not concerned, about the future.
