We’re hearing a lot about AI’s leap into the workplace. But how is it actually influencing employee experience (EX), and how should we design EX in response?
AI’s changing tasks more than it’s changing titles
AI has delivered real productivity gains – but they’re patchy. In knowledge work, the biggest benefits tend to show up for less-experienced employees and structured, clearly-defined tasks. Once tasks start to get a little fuzzy – requiring complex reasoning, multi-step judgement, fast-moving facts – the magic fades. So far, AI has been transforming parts of work rather than replacing the people who do it.
For white-collar workers, AI largely just reshapes existing screen work by acting as a co-pilot for repetitive, single-domain tasks. The legal industry is a good example of this, allowing employees to use AI to draft, summarise, and search case law. However, when work involves complex reasoning or interacting with other people, AI’s benefits start to fade, as discovered by Klarna, who experienced declining satisfaction when they pushed their AI assistant to handle the majority of customer support. CEO Sebastian Siemiatkowski told Bloomberg they had gone “too far,” and that “investing in the quality of the human support is the way of the future.” It’s about balance: AI for the routine, repetitive volume tasks, people for the nuance.
The shadow-AI trap
While some firms rush to bring AI into their workplace, others stall, creating a different problem. When there’s no clear guidance or decent tools, people don’t stop; they just do things in their own way on their own terms. Microsoft’s Work Trend Index found around 78% of AI users bring their own tools to work – and in the UK, 71% admit to using unapproved AI. This “shadow use” underminds both security and the EX. Employees hide their use for fear of punishment, while managers worry about data leaks, eroding trust on both sides. If it’s discovered, organisations often respond with clampdowns and tighter controls, further degrading trust and morale. These risks are compounded by a lack of training, making mistakes and inaccuracies more likely.
More visible impact on blue-collar work
At this stage, the EX of blue-collar workers has been changed more dramatically by AI than that of white-collar workers. AI is changing physical environments and flows of work, in part because many of the tasks, by definition, are repetitive and routine – for example:
- Warehousing & fulfilment. Amazon’s “Sequoia” system blends computer vision and robotics to identify and store inbound inventory up to ~75% faster, improving accuracy and safety. Ocado’s “On-Grid Robotic Pick” now uses AI-guided robotic arms to pack around 40% of orders.
- Retail stores. Target’s “Store Companion” puts a gen-AI helper in every team member’s hand – answering process questions, coaching new starters, and reducing wasted time.
- Manufacturing quality. BMW’s AI-assisted inspection and “quality co-pilot” catch defects earlier and guide human inspectors—improving quality and changing what “good work” looks like on the line.
Not only is AI increasing productivity in these environments, it’s improving safety and reducing mistakes.
When AI crosses the line
However, there is a darker side when utilisation ignores people. Excessive monitoring and algorithmic tracking erode trust, and employees are fighting back. France’s regulator recently fined Amazon’s warehouse arm for “excessively intrusive” tracking, and the UK ICO has pushed back on biometric time-and-attendance. Governance around AI in the workplace is lagging, and until it catches up, it’s the responsibility of employers to look out for their people.
And it’s no surprise that many employees are feeling uneasy. Recent polling shows about half of workers are “worried about AI’s future impact”, and roughly a third expect it to lead to fewer opportunities for them personally. We’re seeing elevated intent to move roles, but also a frozen market. People want change yet hesitate, citing the impact of AI as a key reason for this caution. The training gap is clear: while around 80% of workers say they want training on AI, less than 20% have received any. Employers want AI capability but often aren’t developing their people to deliver it – leaving value and human potential on the table.
So how should employers shape their EX (and their AI)?
- Decide where AI belongs – with your people. Don’t wait for organic adoption. Map the top pain points per role and co-design the AI workflows with the folks who do the work.
- Freedom within a framework. Set clear, plain-English policy and safe tools centrally; let teams tune prompts, knowledge sources and workflows locally.
- Redesign the work, not just the title. For key roles, list the tasks and define what AI is used, how, when, by whom, and how it fits the broader ecosystem and data rules. Update role profiles and success measures.
- Upskill people (fast and for the long run). Train people on broader, future uses beyond today’s prompts. Offer a simple skills ladder: AI Learner → AI-Literate → Task Builder → Workflow Owner. Recognise good use, reusable patterns and automations.
- Kill shadow AI by being human and clear. Spell out what’s okay, what’s not, and what won’t change without further consideration. Make it safe to ask questions and report mistakes.
- Default to hybrid. Keep AI for well-bounded work – on the front line or on screen; stick with people for nuance. Watch for side-effects (annoyed customers, alienated staff) and adjust.
- Measure the EX of AI like a product. Track time saved, quality/defects, employee trust/confidence, shadow-AI prevalence, and data incidents. Review regularly: keep, fix, or stop.
How Culture Consultancy can help
At Culture Consultancy, we help organisations align strategy, culture and leadership so that change isn’t just a top-down directive but a shared and lived reality. As businesses adapt to the new, AI Human workforce, we develop leaders to create thriving, future-proofed cultures through a suite of services including full scale leadership development programmes, masterclasses, workshops, action learning groups and one-to-one coaching. Built on insights from diagnostic data and grounded in real-world challenges, our sessions are practical, engaging and directly aligned with your business strategy and culture.
About the Emma Rose Hurst
Emma Rose’s background covers brand design, cultural transformation, and experience strategy. Her experience spans the globe and sectors – from financial services and pharma to tech and consumer – bringing a thoughtful, human-centred approach to shaping how organisations think, feel and behave. She works at the intersection of brand and culture, helping companies define who they are and translate that into meaningful behaviours and experiences. Emma Rose brings both creativity and pragmatism to every challenge. Emma Rose balances creativity with pragmatism, driven by a belief in clarity and a deep commitment to making culture work – not just in theory, but in everyday practice.
Get in touch to discuss how we can help you prepare your business for an AI / Human workforce.
