HR Dive Trendline on What HR pros need to know about AI in the workplace
According to the latest Gallup survey, among the 102 chief human resources officers participating in its global CHRO roundtable, half lack confidence in managers' ability to guide employees in using artificial intelligence. To address this challenge, 57% of respondents are providing AI training to managers, and 62% are establishing centers of excellence and internal AI advocate mechanisms. The survey also found that employees are divided on AI's impact on workplace culture, while clear communication and support from leaders can improve acceptance.
CHROs split on whether managers can lead through AI-driven change, Gallup finds
In addition to managerial training, HR leaders said their organizations are investing in “centers of excellence” and “internal AI champions.”
Half of the 102 CHROs included in Gallup’s Global CHRO Roundtable lack confidence that managers within their organizations have the ability to guide employees in using artificial intelligence at work, according to the results of a recent survey.
Perhaps in response to these concerns, 57% of CHROs told Gallup that they were providing AI training for people managers, and 62% said they were creating centers of excellence as well as “internal AI champions” to encourage effective use of the tech.
Gallup said that the results are reflective of divided employee sentiment concerning AI’s effect on work culture. The firm also noted that AI adoption does not necessarily improve workplace culture but that managers and leaders can influence positive reception if they are equipped with clear communication, resources and support.
The findings track with previous queries of executives, including a July ManpowerGroup Talent Solutions report in which only 3% of those surveyed — CHROs included — said their leaders were “highly prepared” to direct AI adoption.
Managers' own estimation of their preparedness doesn’t appear much better; a recent Indeed and YouGov survey that found 43% felt either poorly equipped or completely unequipped to lead AI transformation.
Managerial preparedness is an area of emphasis for several reasons, not the least of which is employee confidence. When leaders fail to communicate about AI tools, it can create a "vacuum" that causes employees to feel anxiety about the tech and the effect it may have on their jobs, Mercer said in a 2025 report. A transformation leader for the consulting firm said leaders must acknowledge uncertainty and talk through change, and Mercer advised HR teams to invest in managerial training, AI literacy and psychological safety by encouraging AI experimentation.
Gallup’s data suggest HR executives might be attuned to that guidance. More than three-quarters of members on the CHRO Roundtable said they were encouraging peer learning and experimentation with AI, and nearly half were offering role-specific AI learning or certifications. Fewer respondents had taken other actions, like embedding AI skills into job expectations or performance goals.
HR also must remember to lead with empathy and invest in human skills as technological change advances, a message that permeated SHRM26 sessions in June. A speaker at the conference outlined a five-point framework for maintaining humanity in the age of AI.