Introducing generative artificial intelligence tools in a company requires an appropriate approach and communication strategy for employees. This type of change often brings uncertainty and stress for staff, related to fears such as job loss or having to acquire new, challenging skills. These factors can lead to decreased motivation and well-being. Many leaders focus primarily on improving company efficiency during the AI implementation process, forgetting about the human factor.
According to an April study by the Polish Economic Institute, a quarter of respondents believe AI will positively impact job creation. Conversely, a third of those surveyed disagreed. A study by Digital Poland also highlighted mixed employee feelings: over 40% believe AI will eliminate more jobs than it creates. Only 18% thought AI would generate new job opportunities, with these opinions predominantly held by younger people, city dwellers, and those with greater knowledge of AI.
“The impact of artificial intelligence is a complex issue. On one hand, it raises many concerns among employees about job stability and the potential reduction of creativity. There’s also a perception that AI will turn work into a transactional exchange between employer and employee, which may reduce job satisfaction,” says Katarzyna Oracz, Chief of Staff at Gleevery, in an interview with Newseria.
The Accenture report “Life Trends 2025” indicates that as generative AI tools for creating content, images, and videos become more common in companies, employees increasingly face “technological stress.” Experts define this as a state where workers feel disoriented, overwhelmed with information, and stressed by difficult-to-master new skills.
“The concept of technological stress has been known for decades, primarily associated with learning new IT systems and AI tools. This often results in decreased employee engagement and job satisfaction,” the expert explains.
While more people recognize the benefits of implementing generative AI, such as increased productivity (44%) and improved work quality (38%), 60% of employees fear the process and related stress. In contrast, only 37% of employers share these concerns. Employees list potential negative consequences such as reduced creativity (14%), more routine tasks (15%), and greater uncertainty about job stability (11%).
“Employee concerns about AI primarily revolve around job security. This often leads to uncertainty and even burnout, which impacts productivity and well-being,” says Katarzyna Oracz. “If we combine these findings with Forrester’s research showing a decline in overall employee engagement and energy, we face a significant challenge in maintaining workplace motivation.”
She emphasizes that the key to success lies in HR and management recognizing the problem. The first important change is in how technological changes are communicated within the company.
“The most common message employees receive about AI’s benefits—cited by 50% of employees—is improved productivity. Less frequently mentioned are benefits such as enhanced customer value. Employers are responsible for transparent communication about AI implementation and for actively participating in achieving these goals. Therefore, employers should adopt a people-first approach when implementing AI,” the employee well-being expert explains. “HR’s role is to guide teams through this irreversible change so that both the organization and employees benefit.”
Accenture’s research shows that 75% of organizations lack a strategy for employee-friendly GenAI implementation. Experts highlight that organizational leaders should avoid treating people like AI tools, such as bots. Recognizing human work, offering appreciation, and providing feedback are crucial for preserving workplace dignity.
“Accenture’s report mentions the ‘humanized leadership’ model, where empathy, interactions, and trust-building are key. Technology alone cannot fulfill these elements. Effective communication with employees, addressing their concerns, and involving them in AI implementation processes are essential,” says Katarzyna Oracz. “Leaders should stay close to their employees, provide a sense of security, and foster a culture of safety and appreciation. Collaboration is critical when implementing AI or any other organizational change.”
According to the expert, this aspect should be part of a broader strategy for employee well-being and mental health. Research indicates that investing in proactive measures to improve workplace culture yields a 6:1 return on investment, meaning every unit of currency spent returns sixfold. In contrast, reactive measures aimed at addressing existing problems offer half the return. Nevertheless, such initiatives still benefit employers.
“Today, neglecting employee mental health can lead to lower engagement, rising frustration, and increased sick leave, all of which affect financial performance and company reputation,” says Gleevery’s Chief of Staff. “A strategic approach to workplace mental health—comprehensively supporting employee well-being—is the solution.”
