Artificial intelligence may be changing workplaces, but for many employees it is increasing uncertainty instead of excitement. A 2025 Pew Research Center survey found that 52% of US workers are worried that AI could disrupt or replace jobs. And in an August 2024 SHRM survey, almost half felt unprepared for automation, while 95% said they didn’t trust their organization to manage their shifts in ways that benefit everyone.
How managers deal with these concerns can either exert or break the team’s morale and productivity. Experts say that clear and honest communication is important, but the wrong message backfires and incites fear instead of trust. Whether you’re deploying new tools or just starting a conversation, it’s important to attract your team with transparency, context and empathy.
Below, two HR experts analyze five common mistakes to avoid when discussing AI with their team, and provide guidance on navigating the discussion more effectively.
1. Behave like it’s not a big deal
According to the World Economic Forum, when managers avoid dismissing or discussing AI concerns, they often pose greater problems.
“Business leaders can’t bury their heads in the sand and want the best,” says Eric Moknatz, operations director at Red Clover HR in New Jersey. “They must pay upfront for the benefits, drawbacks, potential impacts of AI in their business, and areas that do not allow AI to be used.”
Chad V. Sorenson, president of Florida-based adaptive HR solutions, agrees that direct communication is important. “Employees may feel that AI is a threat to their work and may question the motivations of leaders to implement AI tools,” he explains. So, “we will explore ways to deal with fear and AI can reinforce workflows and streamline repetitive tasks rather than replacing workers.”
remove: Don’t underestimate your AI concerns. Acknowledge the employees openly fear and explain how AI supports their work.
2. Throws around “ai” without defining
AI is not just something. Mochnacz explains that there is a big difference between using generated AI to enhance email communications and using AI chatbots to manage all customer interactions. Without these distinctions, employees don’t understand what to expect from workplace changes and how they can remain relevant.
“AI is a very buzzword and leaders don’t take the time to define it and understand the difference,” says Mochnacz. “I attended a meeting where people asked, ‘Can I do this with AI?’ Or “Everyone is talking about AI, so we have to do something with it.”
He emphasizes the importance of clarifying the foundations.
- What kind of AI do you use?
- What tasks use it/do they replace it or will they help?
- How much do you trust the tools to handle these tasks?
remove: Do not use “AI” as an ambiguous catch-all. Clearly define the type of AI you use, what they do, and why they are important to your team.
3. I can’t explain the reason
“Whenever a leader announces a new program or procedure without the buy-in of his employees, there may be fear, skepticism and rage,” Sorenson warns.
Instead of simply telling employees what is changing, explain why your company needs AI. How do you meet your broader business goals? This context helps employees understand their roles rather than viewing them as threats.
“Continuous interactive feedback is important for teams to continually improve how AI is used to improve workflows, processes and outcomes,” Sorenson said.
remove: Do not skip the context. Learn why AI is being adopted and how it supports teams’ goals to build trust and buy-in.
4. Overheap what AI can do
“Leaders who promise that AI will handle everything do not clearly understand the possibilities and limitations,” Sorenson said. For example, AI can help employees understand benefits plans. However, we cannot handle subtle harassment complaints or mental health concerns. “AI systems need to be trained to understand when humans need to intervene,” he adds.
Mochnacz says that when leaders promise capabilities that they may never achieve, the problem gets worse. “I don’t know what AI can do in a month, three months or a year,” he emphasizes. So it’s better to focus on specific tested use cases rather than grand predictions about AI replacing everything.
remove: Don’t make big promises. It focuses on what AI can do realistically today, rather than speculative future capabilities.
5. Exclude people from the process
“Whenever there is a business, industry or technology change, it includes what it may have an impact,” emphasizes Mochnacz. “Converse directly with your people about their role and how they can help AI to become more effective.”
In recent MIT throne working papers, we find that the most successful generated AI deployments are consistently involved with the earliest frontline workers through rollouts. Using over 50 in-depth interviews, MIT researchers demonstrate that adoption not only improves, but also increases worker productivity and quality of work when employees help define problems, collaborate, experiment with tools, and shape fair transition policies.
The key here is to framize AI as a collaboration partner rather than as a threat. Mochnacz is when a leader presents AI as AI, good For everyone, employees are involved in technology. However, when the message comes to “prove that AI can’t replace you,” workers resist because it feels like the ultimate.
remove: Do not make AI decisions in a vacuum. Engage employees early and frame AI as a tool to support their work rather than compete.
How AI communication has turned out
Sorenson says AI communications manifest in poor ways. You may notice more pushbacks at meetings, higher employee turnover, or a surge in uneasy water cooler conversations. These signals suggest that employees may feel exclusion or uncertainty and be prepared for the worst.
In contrast, when communication is clear and comprehensive, team engagement improves. “If an AI communication strategy is successful, employees need to engage in conversation,” Sorenson points out. “They make suggestions to continue to improve their use and show an increase in productivity levels.”
Look for signs of healthy adoption: Employees will ask questions, suggest improvements, and use AI to work more efficiently. When you feel that your team is empowered unintimidated, you know that you have hit the right balance.
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