Despite rising AI adoption numbers across the workforce, with 56% of UK workers saying they’ve used AI in the past year, the UK continues to lag globally (global AI use is 64%). That lag is important for leaders to address. If AI is going to deliver on its potential, it needs to become embedded into workflows rather than a productivity tool. And currently that differs across grades and roles.
We're seeing a group of frontrunners using AI, learning and finding new ways of working. But the majority who sit at the heart of everyday delivery have less access to learning, innovation and meaningful AI use.
But this group potentially has an important role in identifying where work can genuinely be redesigned and where human judgement, experience and customer interaction continue to matter. Bringing the workforce into that redesign could ultimately be an important part of getting more value from AI.
What leaders need to do is to quickly get to grips with what is happening across their workforce and the organisational conditions that will allow people to move from experimentation to value. That means metrics around AI adoption that reflect the difference between productivity gains and workflow redesign.
The biggest increase in AI usage in the past twelve months has come from non-manager roles. AI usage has risen 11 points from 24% to 35% but still has them behind their global peers. The answer isn’t to simply push AI further through the organisation, but to find the right ways to connect it to people’s job roles to help them see the value.
“There’s a risk that organisations optimise for near-term productivity without considering the longer-term workforce consequences for example, removing the work through which junior talent develops, changing progression pathways, or creating unintended impacts across different workforce groups.”
Lilia Christofi
Partner, EMEA FS Data, AI and Tech Leader, PwC UK.
Workers who use AI frequently are more likely to feel energised (72%), empowered (72%) and confident (70%) about increasing AI use than exhausted (13%), powerless (16%) or fearful (18%).
But optimism is not shared equally. Around seven in ten UK senior executives feel confident, empowered or energised by increasing AI use. By contrast, only around three in ten UK non-managers feel the same.
“Confidence in AI grows when people can see what it means for their own work. That starts by giving people the opportunity to experiment, learn and help shape how AI is used in their role. But access to the technology isn’t enough. Organisations need to rethink work around the right problems, give people the skills and confidence to use AI well, and put the right safeguards around it. Get that combination right and AI becomes less something that is happening to people, and more something they can use to create real value.”
Claire Reid
Chief Technology and Innovation Officer, PwC UK
For some, AI might offer opportunities to help with complex tasks. For others, it might be the ability to simple, time-consuming activities. This needs to be considered alongside the wider business context and access to the right skills and development to maintain enthusiasm for AI. For example, while 70% of AI users feel it has improved the quality of their work, 45% of AI users say their work has become more complex and 44% report a heavier workload.
The barriers to greater AI use depend on where workers are on the adoption journey. For those yet to use AI, the challenge is primarily relevance and motivation; for existing users, confidence in the quality and accuracy of outputs becomes the bigger concern. All need to be given the time and support to learn how best to use it within the context set by their organisation.
Ultimately, employers need to make AI relevant and worthwhile for those not yet using it, while giving existing users the guardrails and confidence to use it more effectively.
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