There’s no doubt fears about AI replacing staff have grown. While some organisations have gone down the route of implementing AI and subsequently letting of staff who were doing its job, I object that approach in its entirety. I’ve always been of the conviction that while I want my business to succeed, I want the same for my colleagues, too.

Two examples of businesses almost immediately regretting their decision:

Implementing an AI voice bot – which couldn’t cope - to replace over 40 customer service staff at the Commonwealth Bank of Australia actually led to an increased call volume, so the bank back-tracked on their job cuts very quickly.

AI was supposed to automate manufacturing and quality control systems at Ford but failed to meet internal standards, so Ford rehired over 300 seasoned engineers to make up for it.

But, here an example of complementary AI use from IKEA

The business has retrained 8.5k call centre staff after the introduction of an AI-powered customer service bot to give them the opportunity to deliver more meaningful, higher value work in specialised service and sales roles.

You can see how this would have been a significant portion of budget IKEA could have saved but decided to invest in upskilling their staff instead. Extremely commendable in my view, and an example to follow.

First Steps - What I Would Do if I Were You

As a director, my schedule’s busy, so I completely understand the temptation to leave the implementation of AI to your IT/tech team. However, what comes with AI is the opportunity to learn more about the day-to-day challenges in your organisation – from people of all shapes and sizes and at any point in the “hierarchy” (however flat it may be in your business).

I mentioned it in newsletter #1 – AI adoption is a two-way street. That means having open conversations with colleagues. That’s not just to uncover where AI could potentially help but also to directly address any objections against the introduction of AI – replacement fears, ensuring that AI doesn’t take on the part of the job that gives meaning etc, to name a few.

What Could Gathering Employee Feedback Look Like in Practice?

Understanding human psychology means that not everyone feels comfortable voicing their opinions, especially if they fear punishment. SMEs can vary quite a lot in size, but I would suggest a company-wide email to explain what you’re looking to do, followed by smaller department focus group information gathering phases, and a company-wide meeting to conclude to present your findings. Additionally, offer an option to truly

In the first email, I’d cover:

  • Your stance: to support (not replace) your staff and not for the sake of the technology

  • Use: Tackle time-robbing, repetitive, and (for a lack of a better word) annoying tasks first

  • User input: You welcome and address feedback (both positive and negative)

  • Champions: You’re looking for pilot users who’re keen to try new things out

  • [If applicable to your company size - What comes next: department heads will discuss/brainstorm with their teams over the coming weeks]

  • Presentation of your insights: company-wide meeting in two months’ time to communicate your findings/strategy

This approach ensures your staff feel heard and have an opportunity to shape the organisation from this point onwards.

All insights you gather across the company are your starting point. From then on, it’s a matter of finding the right AI technology for your first set of pilot users and putting safeguards in place to prevent accidental data leaks.

More on that in my next edition of EnAIbled Workspaces for SMEs.

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