30Qs: Using Artificial Intelligence at Work

Companies are rushing to implement AI in the workplace without considering its effects or potential legal issues, reminiscent of past missteps. While AI’s promise is enticing, the lack of rigorous evaluation and accountability raises skepticism about its genuine benefits and possible risks. Proceed with caution!

World-wide, companies are enthusiastically injecting AI into the workplace before studying its impact on their employee base or inoculating (no pun intended) themselves from the eventual legal repercussions that will ensue. Perhaps the answer is best encapsulated by a quote from an Al-Anon (Alcoholics Anonymous) member: “Insanity is doing the same thing over and over again and expecting different results.” (sorry, Einstein)

I don’t claim to have all the answers, in fact, I don’t provide any below, but this set of 30 questions is a good way to prime that critical thinking engine when it comes to using AI in the workplace.

For employees

Regardless of job roles there are fundamental questions that every employee may ask themselves; questions that should be addressed via executive communication, policy, best practices or guidelines.

1. What do I need to know about AI?
2. How does my company plan on using it?
3. What type of training or education should I be receiving about AI?
4. Will AI replace me or change my job role?
5. Should I expect a salary increase for learning and using AI to be more productive?
6. Will AI or my company start “spying” on me or collecting data about me?
7. What do I do with the time I’ve recuperated?
8. How much credit should I give AI on my work product or ideas?
9. What are my responsibilities in verifying AI-generated content?
10. Are there types of content I shouldn’t upload to AI?

Suggestions: Update your privacy policy to include AI language and share it with your employees. Ask your CEO, CIO or CHRO to communicate the strategy, plan, and expectations for integrating AI at work and what protections will be available to employees.

For Managers

Middle managers connect employee work with business strategy and are often the least supported. As they are the most critical when modeling and incentivizing behaviors, this group needs extra attention.

1. How should employees be evaluated if they choose or choose not to use AI?
2. If AI does assist, how should the work product be evaluated?
3. How should the additional time employees gain be reported or managed?
4. Do managers need to change their style to manage local and remote workers by objectives?
5. How can managers develop employee soft skills if they can be resolved by using AI?
6. Should managers use AI in evaluating job performance or with hiring decisions?
7. What type of training should managers receive around AI and managing people?
8. Will front-line workers react differently to AI?
9. How should the use of AI be negotiated with contractors or consultants delivering work?
10. Should managers be able to restrict or revoke the ability for their direct reports to use AI?

Suggestions: Consult with your People/HR department on manager AI training beyond Gen AI tools. Ask to include topics on behaviors, skills impact, performance management, mindsets, etc. Consult with your Supply Chain and Legal teams on guidelines for including AI language in consulting and software contracts.

Leaders

As AI progresses, leaders will need to look at how to integrate their AI strategy with their business strategy. Leaders will also need to take the front-seat in driving the culture of the company. Their actions must balance the need to remain competitive in an unknown, relatively unregulated AI environment while protecting company assets and people.

1. How strict or loose should guidelines be around AI usage?
2. What legal risks exist (copyrights, patents, privacy, vendor contracts, etc.) when using AI?
3. How is accountability determined for decisions based on AI-generated work?
4. Can AI generated documents or content be classified as corporate records?
5. Do work products or decisions that used AI need to have a disclaimer and/or be disclosed?
6. How will the impact of AI vary by persona (experienced, early career, remote workers, etc.)?
7. How can vendors prove they are capable of being unbiased or of not introducing bias in their models?
8. Should staffing or consulting companies be allowed to use AI without disclosing it?
9. What safeguards are needed to ensure internally developed models do not introduce bias?
10. What are the risks of moving too slow or too fast as AI changes the future of work?

Suggestions: Consult Supply Chain, IT and Legal on potential legal implications of using AI software or byproducts. Decide and broadly communicate your company’s position on the ethical and responsible use of AI. Start with tighter controls, knowing you can always relax them.

Final Thoughts

Yes, it’s hard sometimes being the adult in the room, especially when the shiniest, coolest, most interesting gadget you’ve ever seen is so accessible. It’s even harder when every “expert”, author or tech mogul is also telling you to “embrace AI.” Well, that’s when I can’t help but be a little mistrustful. I mean, when is the last time we ALL agreed on something?

With all its wonders and comforts, tech evangelists paint AI as a warm, soft, plush bear we should “embrace”. Well, North American brown bears are embraceable too; but I guarantee a drastically different outcome. In short, perhaps we should take a moment to first read the fine print before we cuddle up with our ursine friends.

---

[ FUTURE THINK ]