Sam, could you share a brief overview of your professional journey, leading you to your current role as a senior research scientist at SurveyMonkey?

Absolutely! Most of my career has been rooted in the world of surveys, starting from evaluating quality of life measures at nursing homes, to conducting pure market research at large research agencies, and finally now focusing on research and content here at SurveyMonkey as a research scientist. The more time I spend working with surveys, the more I realize how pivotal human feedback is in decision-making, ranging from measuring employee wellbeing and  happiness to the overall health of the economy. This fascination with capturing and understanding feedback has been the driving force of my career trajectory so far.

The study’s findings shed light on AI in the workplace. What, in your view, do these findings mean for HR professionals as they consider integrating AI into their work environments?

AI is going through a critical phase, with its role within workplaces still to be defined. One thing, however, is clear: workers are using AI. In this study, we see that one in three (28%) workers are using AI at their jobs. It is crucial that, like all technology, AI is seen as a (powerful) tool, and not necessarily a catch-all solution. HR professionals need to understand which areas within their roles can actually reap the benefits of AI-powered tools and software. On the flipside, implementing clear guidelines for the use of AI in the workplace for employees is also important to balance productivity and adherence with company policies.

Do you think AI in the workplace is genuinely transformative, or is it more hype than substance, based on the insights from the study?

We conducted an earlier study last summer, and only 8% of workers said AI was necessary to do their job, compared to 26% who viewed AI as beneficial but not necessary. In this latest study, one in five (20%) workers have used AI to be more productive at work, while only 8% say AI has made them less productive at work.

Based on these numbers, it’s still too early to determine AI’s long term impact on the workplace, and whether or not AI is genuinely transformative. As with any new technology, success hinges on organizations understanding the unique needs of their business and the potential of new technology in addressing those needs.

The study explores how different generations view AI in the workplace. Could you share key insights and discuss how these generational differences may impact HR strategies?

There is indeed a generational divide when it comes to AI: Gen Z and Millennial workers are much more likely to use AI at work (37% and 35%) compared to Gen X workers (25%). These two generations are technologically savvy and comfortable with newer technologies.

HR professionals may need to adopt different approaches depending on workers’ abilities and comfort levels when working with newer software, and AI is no different.

Despite differences in AI usage between generations, we are seeing similar levels of concern toward AI’s impact on workers job security; 39% of Gen Z workers are ‘very or somewhat concerned’ about the AI’s impact on their jobs, compared with 43% of Millennial and Gen X workers. HR departments need a balanced approach to AI integration, particularly for entry-level roles for Gen Z workers that may be disproportionately impacted by AI.

What should HR leaders take away from the study regarding the creation of attractive benefits packages, especially in the context of AI in the workplace?

Workers are wary of the use of AI in HR functions, especially when it comes to hiring. More than half of workers (56%) say they are not comfortable with AI being used to complete HR tasks, such as hiring, performance evaluation, and operations. Four in ten (42%) would trust HR less if they did so.

Companies need to navigate AI implementation cautiously, addressing concerns about bias and the need for human oversight in HR decision-making.

When it comes to creating benefits packages, it’s crucial to directly involve employee input irrespective of AI’s involvement, ensuring that offerings align with employees needs and preferences.

Considering the generational differences highlighted, could you delve into what HR leaders need to know about the varying benefits employees value across different age groups?

Certain perks stand out more to different generations: free food and student loan repayment assistance resonate more strongly with Gen Z workers (41% and 44% respectively) than older cohorts, while fully paid healthcare premiums are the leading perk for Millennial (41%) and Gen X workers (56%). Gen Z and Millennial workers are also more likely to value free on-site childcare (31% and 24%), paid parental leave (34% and 30%), or fertility benefits (24% and 20%). HR leaders need to consider employees with different needs in order to provide the most relevant benefits for their workforce.

Personally, how do you approach staying abreast of the rapidly evolving landscape of AI and workplace dynamics, and what strategies do you find effective in navigating such changes?

Staying ahead of the curve requires a proactive approach. Even before the recent rise of AI, businesses and workers had to navigate through countless challenges with COVID-19, from vaccination mandates to remote work. I think prevailing wisdom still remains relevant for navigating challenges: ask, listen, act. It is more important than ever to understand the needs and experiences of employees by collecting regular feedback, digesting the feedback, and then acting on the insights. Here at SurveyMonkey, we have made it a priority to have a culture where both providing and receiving feedback are encouraged, and employees can see decisions being made based on their feedback.

Drawing from your expertise, what advice would you offer to HR professionals and business leaders looking to adapt their strategies in response to the evolving role of AI in the workplace?

It’s important to understand that AI is just a tool, and its effectiveness depends on specific needs and use cases. Innovation still remains a human-driven process despite the hype surrounding AI, it’s important to balance expectations and potential for new technology or tools.

As we conclude, are there any final thoughts or key takeaways you would like to share with our readers regarding the intersection of AI in the workplace and HR considerations?

Maintain a human-centric approach in HR. Despite AI’s growing presence, it will not be able to replicate the authenticity of human interactions in the workplace. Tools like SurveyMonkey, which can help facilitate human feedback while also integrating AI for deeper insights, will remain essential in fostering genuine connection within HR functions.

Looking ahead, how do you envision the role of AI evolving in the workplace, and what implications might this have for HR professionals?

AI excels at augmenting human knowledge, and I’m certainly excited about its applications and potential impact within the workplace. It has the potential to supercharge many tasks and functions throughout a business, allowing workers to focus on higher-value work or increase decision-making speed. From talent acquisition to benefits packages, there are many areas where AI can step in to help HR professionals provide improved experiences for candidates and employees. However, HR professionals also understand AI’s capabilities and limitations, ensuring that they are properly equipped to integrate AI into their processes and workflows.