It is possible to ensure that artificial intelligence (AI) is used in companies in an empathetic way that does not intimidate teams. According to the experts I interviewed valueAn adoption strategy needs to combine factors such as training procedures, transparency about the effects of systems on work processes and the involvement of managers in sharing good practices.
The concern about companies’ plans to adopt artificial intelligence is not surprising. According to a survey conducted by EDC Consulting Group with 549 professionals in Brazil, 43% of respondents in assistant and assistant roles fear losing their jobs with the arrival of generative AI, followed by analysts at 39.6%.
“AI is here to stay, but the success of its adoption depends less on the technology and more on how it is delivered to teams,” says David Braga, CEO of Prime Talent Executive Search, an executive selection firm, and president of the Brazilian Association of Human Resources in Minas Gerais (ABRH-MG). “In a context where many still view AI as a threat to jobs, it is up to HR and company leaders to go through this process with empathy, clarity and dialogue, and explain the ‘why’ of change.”
Braga believes that when teams are involved from the beginning of systems implementation, with active listening initiatives and transparency about the impacts of technology on production, AI stops being a “villain” in the workplace and begins to be seen as an ally for innovation and business growth.
“This ‘shift’ can be enhanced through more training on the subject and an organizational culture that values continuous learning,” he explains. “Upskilling and reskilling programs show that AI does not replace people, but rather enhances them, by automating repetitive tasks and freeing up time for critical thinking and creativity.”
Daniel Spinelli Bloom, leadership expert and author of The Effectiveness of Conscious Leadership (ed. Gente Authority, 192 pages), draws attention to the leadership role of managers in the decline of artificial intelligence. “HR leaders play the role of ‘cultural translators’ between technology and humans,” he teaches. “The first step is to reframe the narrative around this topic. AI is not a tool to replace (people), but to expand the capabilities of the workforce.”
According to Bloom, companies can deploy AI in the bays with the aim of achieving efficient productivity. “It will only produce results when it ‘gets in’ not only into the company routine, but also into the organizational culture,” he ensures. To do this, he says managers can use two indicators that help measure commitment to the new feature: the number of employees using AI daily in key processes and the amount of time devoted to creative or decision-making tasks.
“It is also important to foster the ‘ritual’ of sharing good practices,” he advises. “Adoption is enhanced when more people see the gains their colleagues have made using AI.”
In the view of psychologist Marcela Mora, partner at Acerta, a people management consultancy, one of the most effective approaches to bringing AI into teams involves learning and dialogue. “It is important to point out that the new feature is aimed at improving work,” he recommends. He says the best way to implement new practices in production is always to approach transparency. “To be able to embrace the new, all employees need to understand the improvements that AI can bring.”