AI holds huge promise for business, but many workers feel overwhelmed. Cassandra MacDonald explores how organisations can bridge the gap between innovation and confidence by shifting the focus from technology tools to people. Communication, culture and capability are key to unlocking AI’s true potential and turning disruption into sustainable growth.
Artificial Intelligence (AI) is transforming the workplace at breathtaking speed, and its potential to fuel business growth is vast. Yet, amid the hype, another reality is emerging, one where many employees are feeling completely overwhelmed by AI and emerging new technologies.
Recent research has revealed that while almost half (47%) of UK workers believe they should feel excited about AI’s introduction at work, a similar proportion admit to feeling worried about its impact. The unease is particularly high among younger employees, with half of Gen Z workers expressing anxiety about how AI will affect their careers.
The answer lies not in more technology…
This contradiction encapsulates a significant challenge for today’s business leaders: How can organisations turn rapid technological progress into tangible organisational growth if their employees aren’t confident using the tools driving it? The answer lies not in more technology, but in better communication, culture, and capability.
Set the tone from the top
Much of the conversation around AI in the workplace has been dominated by narratives about technology replacing human roles. For employers, it can therefore be easy to forget that some of their employees don’t see AI as an exciting breakthrough. Instead, many view it as a potential threat to their job security.
That’s why leaders must take ownership of the message. A clear and well-communicated AI strategy should explain not just what technologies are being adopted, but why they matter. For example, diving into why they will help improve employee experience in the short term and ultimately create more competitive business opportunities further down the line.
Move beyond metrics to share human-centred success stories
Employees are far more likely to buy into new technology if they can see real examples of how it directly improves their day-to-day working life. That’s where case studies become an incredibly useful tool for employers.
Too often, organisations communicate AI’s benefits purely in operational terms, for example hours saved and efficiency gained. These are important, but they don’t tell the full story.
At BPP, for example, we use CoachAssist, an AI tool that transcribes coaching calls in real time. Rather than spending time on manual notetaking, our coaches can focus on the quality of their conversations. The result is much richer and more meaningful conversations with our learners.
The most effective success stories focus on people, and how technology enriches their roles and enables better outcomes for them daily. When employees see colleagues benefiting in tangible, personal ways, AI becomes less abstract and more accessible for everyone.
Make AI learning continuous and manageable
Even the most useful tools can feel intimidating without the right support. Just 45% of UK enterprises currently offer company-wide or role-specific AI training, so employers must ensure that this is as accessible as possible, to fuel future growth. The answer isn’t to bombard employee teams with lengthy one-off training sessions, but to embed learning as a continuous part of the digital transformation journey.
Training options such as bite-size masterclasses, microlearning modules, and peer mentoring programmes are far more effective in building confidence and long-term capability. They allow employees to learn at their own pace and immediately apply new knowledge in practical settings, thereby playing a significant role is maximising employee engagement as businesses grow and evolve.
Reinforce progress through recognition
As organisations become more advanced in their use of AI, they can embed accountability through measurable goals and recognition. Introducing KPIs around AI adoption, such as tool utilisation, or innovation metrics, can help ensure progress doesn’t stall.
But measurement should always be paired with motivation. Employers who recognise and reward employees who embrace new tools send a powerful message that digital fluency is both valued and celebrated. When people see that mastering new technology leads to professional recognition and personal growth, they are far more likely to invest in it.
Involve employees early
Finally, one of the most effective ways to reduce AI resistance is to involve employees at the start of the AI adoption process. When employees are part of testing or shaping AI tools before rollout, they’re more likely to become champions of change rather than critics of it.
This approach ensures that systems are designed with real-world needs in mind, making them more intuitive and useful from day one, and helping to play a key role in supporting business growth. It also gives employees a sense of ownership by transforming AI from something that’s “done to them” into something they’ve helped to create.
Unlocking potential
The pace of AI innovation will only accelerate, but business growth will depend less on the sophistication of the technology itself and more on how confidently people use it.
AI is not replacing human potential but amplifying it. However, to unlock that potential, businesses must invest as much in their people as they do in their platforms. By setting a clear strategy, communicating purpose, and offering practical training, organisations can turn uncertainty into empowerment.
Cassandra MacDonald is Dean of BPP University School of Technology
