The AI Trust Divide
Nearly two-thirds of professionals feel “stuck” in their current roles, with “AI anxiety” emerging as a major contributor to this workplace paralysis. As artificial intelligence transforms everything from customer service to coding, organizations are facing an unprecedented trust gap between leadership and employees.
Recent Workday research reveals the scope of this challenge: while 62% of leaders feel confident about responsible AI implementation, only 55% of employees share that optimism. This disconnect threatens both workplace culture and successful AI adoption, especially as companies accelerate their AI investments.
Comparing AI to previous industrial revolutions, tech visionary Reid Hoffman said “It’s like the steam engine of the mind”. But unlike steam engines, AI raises complex questions about decision-making, privacy, and the future of human work itself. As a leader or worker, here are 3 key things to think about:
Surveillance
Many employees worry about AI monitoring their work patterns, communications, and even bathroom breaks. A 2024 Gartner study found that while 96% of digital workers would accept some monitoring in exchange for benefits, they want clear value: 34% would welcome tracking if it helped with career development, while 33% would accept it for finding work-related information.
The tension between safety technology and privacy rights is already reshaping workplace policies. In a recent labor agreement, the Teamsters Union successfully negotiated a ban on driver-facing cameras in UPS vehicles, which the union argued were being used to “spy” on drivers and unfairly support disciplinary actions. However, this creates a complex trade-off, as driver-facing cameras are also an important safety technology that can help prevent accidents by monitoring unsafe behaviors like cell phone use, inattention to traffic conditions, or drowsy driving.
Another positive use of AI tracking was recently cited by Netta Effron,Global VP of People and Culture at Koala. She spoke about how HR professionals who monitor employee sentiment in real-time, can identify and address potential issues before they escalate
Job Security
McKinsey research indicates that 30-40% of current job tasks could be automated in the next 10-20 years. However, Helen Mayhew, Partner at QuantumBlack, AI by McKinsey, emphasizes that task automation doesn’t necessarily mean job elimination: “The real question is what organizations do with that productivity gain – will they invest in upskilling employees for higher-impact roles, or reduce headcount?”
The impact varies significantly by industry. Knowledge workers are seeing particular benefits from AI integration, with 47% reporting to Gartner in the same study cited above that they previously struggled to find necessary information for their jobs. After implementing AI assistance tools, productivity increased by an average of 66% in information-heavy roles.
Ethics
New York City has taken a leading role in addressing ethical concerns through Local Law 144, which prohibits employers from using automated employment decision tools (AEDTs) unless they conduct bias audits before implementation. The law applies to any computer-based tool that uses machine learning, statistical modeling, data analytics, or artificial intelligence to substantially assist or replace discretionary decision-making in employment decisions – including not just final hiring decisions, but also candidate screening processes. Employers must also notify job candidates who are NYC residents about their use of these AI tools. This groundbreaking legislation aims to ensure automated systems don’t perpetuate workplace inequities.
The European Union is pushing for even stricter limits on workplace AI, particularly regarding performance monitoring and personal data collection.
A Way Forward
How should employees and leaders evaluate trade offs? Progressive organizations are finding ways to build confidence in workplace AI through involvement in global ethical initiatives. Telstra, Australia’s largest telecommunications company, recently became the first Australian organization to join UNESCO’s Business Council promoting ethical AI implementation. The council, which includes companies like Microsoft and Salesforce, works to ensure AI technologies are governed by values that promote human rights, dignity, and environmental sustainability.
“AI is a transformative technology that has the potential to benefit societies globally – but it requires very careful and deliberate stewardship,” says Kim Krogh Andersen, group executive of Product & Technology at Telstra. The company will work with UNESCO on critical areas such as data governance and diversity, including the development of an ethical impact assessment tool.
Leaders need to assess current trust levels, create transparent governance, invest in education, and build feedback loops. In addition they need to stay abreast of upcoming legislation and technology such as EU’s comprehensive AI Act implementation, and the Increased focus on AI-human collaboration.
Organizations navigating this transition face a clear imperative: building trust in workplace AI requires as much attention to human factors as to technological ones. Success depends on creating transparent policies, involving employees in implementation decisions, and providing clear pathways for skill development and career growth. Professor Mary-Anne Williams noted at a recent SXSW panel that trust hinges on whether AI is seen as a supportive tool or a decision-maker.
As Helen Mayhew puts it, “We need to craft the future together. This means having transparent conversations about everything from new opportunities to potential challenges.” In this new era of work, the companies that thrive will be those that help their employees see AI not as a threat, but as a trusted partner in their professional growth.