The great AI divide

As AI becomes more commonplace and accessible, workplaces are faced with the challenge of how to oversee its implementation in a way that is responsible and ethical. However, new research from LawDeb, the independent professional services firm, finds that 29% of employees are already using AI at work, and 1 in 10 (10%) use it for large parts of their job.

Out of 2,008 UK employees, it found that men are more inclined to use AI, with 34% of men already utilising AI, while only a quarter (25%) of women do the same. Similarly, 14% of men are using it for a large part of their job – twice that of women (7%).

The generation most comfortable with AI is 25–34-year-olds, at 62%. This may have an influence on London being the region most likely to be pro-AI (59%) as its residents also have the youngest median age in the country, at 35.9.

However, those in more senior positions, as opposed to more junior roles, are most likely to be using AI for ‘large parts’ of their job, with C-suites (27%) and senior managers (23%) topping this list.

There are still a number of British workers who don’t use AI. Over a fifth (22%) would be comfortable doing so, but don’t yet. On the other hand, more than a third (37%) of workers wouldn’t feel comfortable at all.

Reasons for this include not knowing how (19%), thinking it’s unethical (14%), or because they believe they’d get in trouble (6%). While younger employees are more inclined to support AI, they are also most likely to object to using it on ethical grounds (19%).

Patrick Davis, Head of UK Corporate Secretarial Services (CSS) at LawDeb, commented: “The future of AI in the workplace is inevitable, whether usage is personal or professional, or the extent is small or large.

“In light of this, it is the responsibility of Boards and their technology, cyber, risk and governance teams to provide guidance and policies for how to navigate this use in a way that maintains integrity and creativity for both individuals and companies within a secure systems work environment. Otherwise, employees left to ‘fly blind’ risk getting caught up in ethical, regulatory, and legal quandaries.

“Most Boards don’t – and simply can’t – have experts on everything, and with the complexities of cyber and AI, it’s hard to keep on top of best practice. Knowing when to involve relevant experts in board discussions is critical.”