Integrating AI and other technologies is seen as key to maximizing workplace productivity in the coming year, despite challenges in implementing the latest tools and feelings of some that more technology does not necessarily lead to a more productive workforce.
There is, however, a sense of urgency around upgrading AI to increase productivity. “HR can no longer afford to ignore AI, and if it did, entire departments would risk losing top talent and even future organizational growth,” said Corwin Schroeder, global head of acquisition. talent at insightsoftware, a financial data software company.
Meanwhile, Amy Reichanadter, chief human resources officer at data and AI company Databricks, warns that “teams that have been in wait-and-see mode on AI implementation will start to feel left behind because that they have not developed and implemented a work strategy for how AI can improve their work.
Yet despite efforts towards AI adoption, challenges persist when it comes to implementing this technology. According to the third-quarter CEO Confidence Index from executive coaching firm Vistage, while 75% of organizations are currently using AI in some form, only a third of them have trained their employees to this topic, creating a huge barrier to productivity.
The training gap
The gap between implementation and training creates notable friction in the workplace. While 96% of executives expect AI tools to improve productivity, 77% of employees using AI say they have a larger workload and nearly half are unsure how to achieve the gains promised, according to Kelly Monahan, general manager and head of The Upwork. Research Institute.
“The power of generative AI is only as strong as the workforce’s ability and willingness to use it.”
The solution, experts say, lies not just in training, but also in grassroots buy-in – something HR managers have a role to play in fostering.
“The power of generative AI is only as strong as the ability and willingness of staff to use it,” said Jill Goldstein, global managing partner of people and talent transformation at IBM Consulting. “CHROs must champion training and reskilling initiatives that increase the technical acumen of the workforce, including providing employees with opportunities to experiment with AI and take calculated risks in a safe setting. »
Organizational preparation is also essential.
Stacey Walker, senior vice president and CHRO at technology company Fortive, emphasized that AI can only be as useful as the company employing it is functional. “Organizations need well-established workflows for these technologies to be effective,” she said. “Lack of learning, experimentation, and support for employees to apply AI tools to their jobs can also hinder adoption and productivity. »
David Radin, CEO of human resources consultancy Confirmed and author of “Time Management in the Age of AI,” advocates for a measured approach to technology implementation. “The challenge in 2025 in terms of productivity is to be able to use the innovations in AI which are arriving at a rapid pace without losing the main advantages of the methodologies which have served us so well in recent years,” he said. declared.
Lose that instinct
In the face of an emphasis on technology, some predict a shift away from intuition-based management strategies.
“Knee-jerk decision-making is outdated,” said Sam Naficy, CEO of workplace productivity platform Prodoscore. “Today, understanding how people work impacts performance, retention, management and engagement. » Naficy highlights the growing importance of organizational network analysis in understanding team dynamics, particularly in hybrid work environments.
“Instinctive decision-making is outdated. Today, understanding how people work impacts performance, retention, management and engagement.”
The shift toward data-driven decision-making also extends to performance appraisal, according to Eric Mochnacz, chief operating officer of human resources consultancy Red Clover, who emphasizes the importance of clear performance metrics in the ongoing debate over remote work. “When you want people to be productive, measure their productivity concretely and reward them for their productivity,” he said. “Remuneration influences behavior; it really is that simple. »
The limits of technology
Technology alone is not the answer to a more productive workforce, some argue.
“People are starting to realize that piling on more technology doesn’t improve an organization’s overall performance,” said executive coach Gary Rich. “If leaders want to improve productivity, they need to go in the opposite direction by helping people create space to think, prioritize and focus on what matters most. »
Rick Hammell, founder and CEO of HCM and payments platform Helios, says organizations must overcome fundamental barriers such as communication limitations in hybrid working, employee burnout and mental health support .
Meanwhile, Matthew Saxon, HR director at video platform Zoom – which has helped transform the way we get our work done – stresses that employers need to be aware of “meeting overload”, recommending regular audits meetings and asynchronous collaboration.
And could the way we plan our work week be the key to productivity?
In partnership with the Wharton School of Business, coaching services company Exos studied the impact of implementing a flexible four-day work week, which was found to be a significant gain in productivity . By implementing “You Do You Days” along with policies like intentional scheduling and meeting audits, 91% of employees reported being productive compared to 67% previously, according to Greg Hill, Exos chief people officer .
“Making small changes to encourage flexibility and recovery is better than sticking to the status quo,” he said – suggesting that sometimes less can be more when it comes to promoting recovery. productivity.