There’s no denying the transformative impact of artificial intelligence (AI) as it begins to shape our workforces, with new tools and use cases appearing daily.
However, while technology leaders have traditionally been tasked with leading the charge, this may no longer be the best strategy. People are at the heart of every business, so to successfully implement AI tools, frameworks and ways of working, we believe organisations need to recognise that People teams are uniquely positioned to share the driver’s seat.
It’s not just about the tech—it’s also about the people. While technology leaders frequently have the mandate to research, build and test AI tools, people leaders have a responsibility in driving employee engagement to achieve organisational performance. People teams have a nuanced understanding of internal culture and ways of working. They know where the friction lies, how much change the organisation can absorb, and how fast to move. Whether a business is agile, experimental and fast-paced or cautious and compliance-heavy, AI strategies must reflect that context. People teams, alongside IT, can lead this kind of cultural alignment.
Humans at the centre: Global EY research shows organisations that engage employees in problem-solving are 12 times more likely to shift transformation programmes onto a trajectory that provides significantly greater value. The People team will be integral to helping ensure the right people are involved, bringing in a diverse range of thoughts and ideas that help deliver the better value for the whole business.
EY research emphasises that successful AI integration must prioritise the human experience. By understanding employee needs, motivations, and concerns, organisations can create AI strategies that enhance rather than hinder the workforce. This human-centric approach fosters a culture of collaboration and innovation, helping ensure that technology serves to empower employees rather than replace them.
For Tech and People leaders, transparency around AI strategy is critical to earning trust and proving Return On Investment on tech investments with employees. As AI matures, this will lead to further enterprise-wide transformation, driving smarter decisions, tighter data governance, streamlined workflows, and ironclad cybersecurity.
Bridging the generational divide
A growing challenge is the AI divide between generations. According to the EY 2025 AI Sentiment Report, Baby Boomers and Gen X are more sceptical of emerging technologies, while Gen Z is eager to integrate AI into everything they do. As Gen Z climbs the ladder into more senior positions, this will create a divide.
The opportunity for People teams will be considering the roles each generation holds in the workforce and planning accordingly. There’s a job to be done in making older cohorts, who are also decision-makers, more open to change. A global EY study into generations at work suggests organisations need to rethink their structural models due to multi-generational teams. The study recommends that more experienced workers are upskilled. Additionally, it also suggests that these experienced workers should feed knowledge to younger generations to help ensure institutional knowledge is passed down. Coincidentally, AI can support these transitions, utilising experienced workers and their knowledge to create prompt libraries, AI agents and workflows for future employees to learn from and embed ways of working.
Building trust
Building trust in AI systems is also crucial. AI sentiment data shows New Zealand is behind the world on trust in AI, still seeing these technologies as a threat. People teams are well placed to support the engagement and cultural change of embedding AI into an organisation and creating an environment where people feel empowered to use AI.
They should also be able to lead out from developing trust and confidence in people learning to use and leverage AI into their day-to-day work. How you deploy an enterprise-wide gen AI platform like Co-pilot should be a partnership between the Tech team and the People team, who can embed the platform and achieve successful adoption. Leaning on the People team to drive change should be a must-do. Trust won’t come from top-down mandates. It’ll come from honest conversations, visible benefits, and a gradual, people-first approach.
