AI at Work: You’re Not Behind—You’re Just Getting Started
If you’re a leader trying to figure out how to bring AI into your workplace, you’re not alone. I’ve spoken with dozens of managers and executives over the past year—some excited, some anxious, and many feeling both. The most common worry I hear? “What if I mess this up?”
That fear is real. Introducing generative AI tools like ChatGPT or Copilot isn’t just a tech decision—it’s a cultural one. Get it wrong, and you risk disengaging your team. Get it right, and you empower people to think bigger, solve faster, and lead better.
A recent research paper, “Navigating the AI Revolution: AI’s Impact on Business Practices and Employee Experiences” by Liu, Wu, Ruan, Chen, and Xie (2024), confirms something we at Varsity Technologies have experienced firsthand: how you implement AI matters more than what tools you choose.
This blog pulls together key findings from that research and combines them with what we’ve learned on the ground with our clients and team over the past year. The result: a practical, people-centered guide to help you confidently move forward with AI—without losing your human edge.
1. Be Transparent About How AI Is Used
Research finding: Employees felt less motivated when they didn’t understand how AI was influencing their work.
Our experience: Confusion breeds resistance. We’ve seen morale drop when teams aren’t looped in on what AI is doing behind the scenes. We’ve seen this before with other technologies and even operations, but AI is more impactful to them individually.
Best practice:
Announce how AI is being used—early and often. Whether it’s for summarizing meetings or drafting reports, explain it. Don’t assume people “just get it.” Share examples. Make it visible. Trust builds when people feel informed, not replaced.
2. Create a Clear, Written AI Policy
Research finding: Vague boundaries around AI use can lead to inconsistent performance and disengagement.
Our experience: We’ve seen teams thrive when they have guidelines—when to use AI, when not to, and how to ask for help.
Best practice:
Develop an internal AI policy that includes:
- Approved tools
- Appropriate vs. inappropriate use
- Data privacy considerations
- Human oversight requirements
Make this policy easy to find, discuss it regularly, and update it as your organization evolves.
3. Invest in Ongoing AI Training—Not One-Off Demos
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Research finding: The research showed that performance improved with AI, but job satisfaction decreased when users didn’t feel skilled or in control.
Our experience: Training is everything. At Varsity, we shifted from one-time demos to monthly workshops and office hours, helping staff feel confident—not confused—about AI.
Best practice:
Offer regular, optional training that covers:- New features or tools
- Real-world use cases
- Problem-solving with AI
- Ethical and security considerations
People need time and space to explore. Build that into your rhythm.
4. Reinforce Problem Solving as a Core Human Skill
Research finding: When AI does the “thinking,” employees report feeling less connected to their work.
Our experience: We’ve seen the same. It’s easy for AI to do too much. That’s why we celebrate when someone uses AI to surface insights, not just to create text.
Best practice:
Make it clear that AI is a tool for acceleration, not substitution. In team meetings, highlight moments where human judgment, analysis, or creativity made the difference. Weekly reinforcement keeps people engaged and focused on what only they can do.
5. Normalize Sharing of AI Wins and Mistakes
Research finding: Fear of doing something “wrong” with AI often leads to disengagement or avoidance.
Our experience: At Varsity, we’ve included tips, trainings, and discussions in our weekly meetings where team members share how they’ve used AI—successes and missteps alike. We go as far as including examples of prompts (we call them descriptors) to try and openly recommend they modify.
Best practice:
Start a simple AI sharing ritual:
- “Win of the week” during all-hands
- Shared doc for prompts and outcomes
- Monthly lunch-and-learns
This reduces stigma, increases usage, and builds collective intelligence.
6. Revisit and Redesign Job Roles Thoughtfully
Research finding: Employees reported lower motivation when AI stripped away the meaningful parts of their jobs.
Our experience: We’ve helped clients rework job descriptions to reflect new workflows. But we always ask: What part of this role still feels purposeful?
Best practice:
As AI adoption increases, sit down with team leads and:
- Clarify evolving responsibilities
- Keep strategic and creative tasks human-owned
- Ask employees what they want to retain or evolve
Don’t let AI drift your roles—redesign them intentionally.
7. Don’t Wait for Perfection—Start with Principles
Research finding: Unstructured AI adoption increases emotional and cultural risk.
Our experience: Even a simple AI launch plan built on values (transparency, inclusion, learning) sets the right tone. Perfection is not required—intentionality is.
Best practice:
Start with a pilot program. Choose one team. Set a 60-day plan. Invite feedback and adjust. You’re not behind—you’re leading with care.
Final Thought: This Is Culture Work, Not Just Tech Work
Adopting AI isn’t just about saving time or cutting costs—it’s about evolving how we work together. The organizations that thrive in the AI era will be the ones that take a human-first, tech-smart approach.
The research confirms it. Our experience proves it. And if you’re reading this, you’re already doing the hard part: asking the right questions.
If you’d like help designing a human-centered AI adoption strategy—or even just a simple policy or training path—I’d be glad to share what’s worked for us and our clients.
You don’t have to figure this out alone.
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Patrick Ciccarelli is the CEO of Varsity Technologies, a trusted advisor on ethical technology integration for mission-driven organizations and enterprises. He leads thought leadership initiatives on AI, security, and digital strategy.
Source Reference
Liu, Y., Wu, S., Ruan, M., Chen, S., & Xie, X. (2024). Navigating the AI Revolution: AI’s Impact on Business Practices and Employee Experiences. Academy of Management Proceedings. Retrieved from https://dro.deakin.edu.au/articles/journal_contribution/Navigating_the_AI_Revolution_AI_s_Impact_on_Business_Practices_and_Employee_Experiences/27085468
