More than half of U.S. workers (52%) are worried about how artificial intelligence will impact their jobs, according to a 2024 Pew Research Center survey. That fear can add complexity to the adoption of AI tools.
In the early stages of AI rollout, employees are often asked to test the tools, provide feedback, or assist in tailoring use cases. What leaders see as efficiency, employees may interpret as a road map to obsolescence. This can trigger fear among employees, not because of innovation, but because they may feel as if they’re developing the very prompts and workflows that could someday render their roles obsolete. A 2024 report from Microsoft and LinkedIn noted that the majority of people who use AI at work (53%) worry that using it on important work tasks makes them look replaceable.
Those concerns may be valid. SHRM research warns that 19.2 million U.S. jobs are at a high or very high risk of displacement due to automation. Worries about job security are thus creating worker hesitancy in adopting AI tools, with 45% of CEOs saying their employees are reluctant or hostile toward AI, according to research from IT company Kyndryl.
“Ultimately, we want to position AI as something that enables creativity, innovation, and better work/life balance, not just another way to drive productivity,” said Leann Stone, SHRM-SCP, director of HR operations for Prescott HR.
The Resistance You Don’t See
Asking employees to use AI to handle some of their duties can unintentionally signal that the organization is preparing to replace their role. This perception — whether accurate or not — can fuel quiet resistance to AI initiatives.
“When an employee is suddenly told to hand over parts of their job to AI, especially without context, it can feel like a prelude to being phased out,” said Tony Deblauwe, a human resources leader, advisor, and consultant.
Workers may worry that AI use will be seen as a sign of laziness. As a result, employees may disengage, withhold insights, or offer surface-level input rather than fully contributing to systems they view as threats. If employers fail to address these fears head-on, they risk undermining both the effectiveness of AI tools and the morale of the workforce.
Rebuilding Trust
To maintain or rebuild trust, companies must communicate why employees are being asked to use AI and what their future looks like in a transformed workflow. This should happen early in the adoption phase, ideally involving employees in the exploration/implementation process, and with messaging that emphasizes partnership, transparency, and how AI will empower them in their roles, according to Stone. Communication should be ongoing and in multiple formats, from town hall meetings to manager one-on-ones, as well as while onboarding new employees.
“Reframe the message from ‘AI is taking over X, to AI is here to support you in X, so you can focus more on Y,’” Deblauwe said. “That shifts the tone from fear to empowerment.”
He suggested three strategies to engage workers as co-creators in the AI implementation process, rather than making them feel disposable:
- Offer phased rollouts and tiered training for workers who feel uncomfortable or vulnerable, especially in sectors where job security is already a concern.
- Invite employees into the ideation process, rather than after the decision is made.
- Frame AI co-creation as a form of employee influence and upskilling — but only if there’s clear follow-through.
Taking a Human-Centric Approach
Successfully bringing AI into the workflow isn’t just about smart tech; it’s about smart, human-centered implementation. “AI is becoming a core skill in today’s workplace,” Stone said. “Our goal is to support everyone in building confidence with these tools, so they remain competitive and future-ready.”
Ethics and change management teams should be involved in messaging, workflow design, and feedback loops. “AI is as much a human transformation as a technical one,” she said. “Even if there aren’t formal ethics or change management teams, there still needs to be oversight to ensure psychological safety along with ethical and legal compliance."
AI will reshape the workforce — but HR leaders will determine whether it builds trust or fear.
An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.
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