The rapid evolution of AI technology over the last couple of years is transforming working processes. However, as these technologies continue to integrate more deeply into working environments, it’s important for leaders to consider the effect on their organisations and the people that work within them, warns the MD of MatchFit.
Bradley Honnor, MD, MatchFit said:“Technology should be a tool that enhances human capability, not something that diminishes it by pushing people even harder. Leaders need to be mindful of the pace at which they expect their teams to work and the implications this has on their wellbeing.”
He added, completing work faster doesn’t mean less work! AI can streamline processes, generate content, and even support decision-making at speed. This speed and efficiency might point to a lighter workload, however, in reality it may lead to an expectation to produce more in a shorter period.
The result, therefore, from the ability to generate work faster could lead to increased pressure, and stress, as more output is anticipated at a faster rate. Pressure can rise further if the AI tools are not working as anticipated, leading to a false expectation of increased productivity. An employee might be asked to produce a proposal by the next day with the assumption that AI will complete a proportion of the work, only for that employee to find the technology ineffective for that particular task which can lead to a relentless cycle where, rather than reducing stress, technology actually increases it by accelerating the pace of work and compressing the time available for each task.
Leaders need to concern themselves with the human implications of a technologically driven work environment. Machines do not need rest; they can function continuously, processing information at speed without fatigue. Humans, however, don’t operate in this way. Leaders must be aware of the potential stress of trying to meet expectations.
Training and development is key to AI integration and helping employees better understand how to use tools, the contexts in which their organisation would like them used and how to minimise risk can help to ensure successful integration.
Leaders too can benefit from new learnings. Adopting a growth mindset is essential to managing the challenges and opportunities presented by new technologies. Leaders with this mindset are more likely to embrace change, encourage innovation, and view challenges as opportunities for learning and growth rather than as obstacles.
Part of this learning should focus on understanding the potential effects on a workforce of the introduction of new technologies with this insight helping leaders to have greater empathy and ability to manage and motivate employees. This might include how to best reassure a workforce about their job prospects and seeing technology as an enabler that helps colleagues work more effectively for customers, rather than something that will replace their jobs. How to implement guidelines and processes to reduce risk might be another subject tackled via training.
Bradley Honnor, MD, MatchFit concluded: “Leaders must recognise the importance of maintaining a wellbeing balance within their workforce, ensuring that the drive for efficiency does not overshadow the need for rest and recuperation. This might involve setting clear boundaries around working hours, encouraging breaks, and promoting a culture where it’s acceptable to disconnect. Technology should be a tool that enhances human capability, not something that diminishes it by pushing people even harder. Leaders need to be mindful of the pace at which they expect their teams to work and the implications this has on their wellbeing.”
