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Sept. 30, 2024
AI at Work: Confidence Grows, but Fears of Job Loss Linger
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Sept. 30, 2024
As artificial intelligence (AI) and generative AI (GenAI) technologies become more integrated into businesses across the globe, employee attitudes towards these advancements are rapidly shifting. A new study from Boston Consulting Group (BCG), titled AI at Work: Friend and Foe, highlights this complex relationship, where growing confidence in AI is matched by an underlying anxiety about the potential future of work. While GenAI is proving to be a time-saver and productivity enhancer, many workers are concerned about job security as AI continues to evolve.
BCG’s global survey, which gathered responses from over 13,000 employees in 15 countries, reveals that 42% of workers now feel confident about AI’s impact on their roles, a significant increase from the 26% reported last year. However, this increase in familiarity hasn’t eliminated concerns. Nearly half (49%) of regular GenAI users worry that their jobs could disappear within the next decade, compared to just 24% of workers who have not yet adopted these tools.
This paradox of rising confidence paired with heightened anxiety underscores the complex role that AI is playing in today's workplaces. As AI tools become more widespread, employees are increasingly aware of both their benefits and potential threats.
One of the key findings of the study is the tangible productivity gains GenAI is delivering to users. According to the report, 58% of respondents using GenAI for work have saved at least five hours per week, thanks to automation and smarter task management. This freed-up time is being reinvested in more valuable activities such as taking on new tasks (39%), exploring GenAI’s potential (38%), and focusing on strategic projects (38%).
The survey also highlights the increasing adoption of GenAI tools, especially among frontline employees, with 43% now regularly using the technology—a sharp rise compared to last year. This growing engagement marks a turning point in the integration of AI, as companies move from experimental pilots to full-scale implementation.
“Familiarity with GenAI brings both comfort and fear,” says Sylvain Duranton, managing director and senior partner at BCG, and coauthor of the report. “Leaders need to recognize these contrasting reactions and reshape their organizations to maximize the strengths of both their human and machine workers.”
While companies are making strides in training their employees on AI, there remains room for improvement. Only 30% of managers and 28% of frontline employees have received training on how AI will change their roles, compared to half of the leaders surveyed. This gap points to an urgent need for organizations to invest in upskilling their workforce to ensure they can fully leverage AI’s capabilities.
Interestingly, the survey reveals a geographic divide in attitudes toward AI adoption. Respondents from the Global South—countries such as Brazil, India, Nigeria, and South Africa—are generally more optimistic and less anxious about GenAI than their counterparts in the Global North. In these emerging markets, a higher proportion of leaders, managers, and frontline employees are using GenAI regularly, and many have already received training in AI technologies.
In contrast, employees in more mature markets like the US and Europe exhibit greater caution, perhaps reflecting concerns about job displacement in more established industries. Global South respondents, on the other hand, are more likely to use their freed-up time to experiment with GenAI and engage in professional development, showcasing their eagerness to embrace the technology’s potential.
BCG’s report outlines five critical recommendations for organizations aiming to build successful AI-powered transformations:
Adopt a transformation-first mindset: Focus on the broader business transformation rather than the technology itself.
Manage transformations holistically: Ensure that GenAI initiatives are integrated with other business changes.
Build a robust training ecosystem: Scale up AI-related training for employees at all levels.
Highlight AI’s potential for value creation: Emphasize how GenAI can enhance both productivity and job satisfaction.
Anticipate evolving roles and governance: Prepare for changes in roles, skills, and operational models as AI becomes more embedded in business processes.
As companies continue their GenAI journeys, understanding and addressing the human responses to these technologies will be crucial. “These are more change management challenges than technology challenges,” says Jeff Walters, managing director and senior partner at BCG. “Now is the time for organizations to double down on their commitment to transformation built around GenAI.”
“We’re entering a new era for GenAI,” notes Vinciane Beauchene, a managing director and partner at BCG. “This era is less about optimism and curiosity, and more about confidence and value realization.” Companies are no longer simply piloting AI tools—they are looking to fundamentally reshape their organizations around GenAI, using it not only to increase productivity but also to free up time for more valuable, intellectually engaging tasks.
By taking a proactive and holistic approach to GenAI, organizations can empower their employees to focus on work that sparks joy and fosters growth, while AI handles repetitive, low-value tasks. However, this transformation will require careful planning, reskilling, and a shift in corporate mindsets.
As AI and GenAI continue to reshape the workplace, companies must strike a balance between embracing innovation and addressing the concerns of their workforce. While AI offers tremendous potential for productivity gains, cost savings, and strategic value, organizations must ensure that their employees are equipped to thrive in this new environment.
BCG’s AI at Work: Friend and Foe study provides valuable insights into the current state of AI adoption and the evolving sentiments of employees worldwide. The challenge now lies in how companies will navigate the dual forces of confidence and fear as they move into a future defined by human-machine collaboration.
