Workplace divides created by AI and how to combat them
Check out our previous research findings on the impacts of AI adoption from a survey of 4,000 knowledge workers across the UK, USA, Canada, and Germany.
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Most AI implementations stop at deployment. We go further, embedding AI into the workflows, governance, and systems that drive real enterprise outcomes.
Most AI implementations stop at deployment. We go further, embedding AI into the workflows, governance, and systems that drive real enterprise outcomes.
Adaptavist is a global enterprise orchestration partner with deep expertise across cloud, work management, service management, and DevOps transformation. We've spent years helping some of the world's most complex organisations get measurable value from their technology investments, and we bring that same discipline to AI.
The difference between an AI tool that gets used and an AI transformation that delivers results lies in everything that happens after deployment: the integrations, the governance, the change management, and the alignment between what teams are doing and what the business is trying to achieve. That's where we focus.
Our approach to AI implementation is built around operationalizing Superhuman's platform capabilities inside real enterprise environments. Not just configuring tools, but embedding AI into core systems with the right controls, integrations, and adoption programs to deliver measurable productivity gains at scale.
In every engagement, we apply the same principle: strategy and execution must be connected. Leaders need visibility. Teams need clarity. And AI needs to work inside the systems people already rely on, not alongside them.
Superhuman and Adaptavist
At Adaptavist, we unlock value and set you on a path to exponential growth. Our powerful consulting expertise helps enterprises simplify complexity and redefine how work gets delivered by aligning strategy, platforms, and people.
We are part of The Adaptavist Group, a global family of companies whose team spans over 1,000 employees, with a 22,000+ customer base representing more than half the Fortune 500.
Where we work with Superhuman customers:
CLOUD
Cloud migration & modernization: We help enterprises move to modern cloud environments and unlock the tooling, including AI, that legacy infrastructure makes impossible.
WORK MANAGEMENT
Strategy-to-execution alignment: We design the portfolio visibility, OKR frameworks, and workflow structures that connect team activity to business goals with Superhuman's platform built in to accelerate every step.
SERVICE MANAGEMENT
AI-augmented service operations: We modernize service management practices and integrate Superhuman's AI capabilities to cut manual effort, speed up resolution, and free teams for higher-value work.
Superhuman's platform integrates naturally across all three areas, automating repetitive tasks, surfacing the right information at the right time, and connecting teams to the systems they depend on.
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Impacts of AI on the workplace: from manners to HR matters
New research uncovers how GenAI is altering perceptions and behaviours in our working lives
Key findings
We surveyed 900 business leaders responsible for implementing AI and 4,000 knowledge workers across the UK, US, Canada, and Germany to understand the impacts of GenAI on workplace communication.
32% of workers are speaking to colleagues less since using GenAI
Men reported a steeper decline in interpersonal communication than women, with 36% saying they now speak to colleagues less, versus 28% of women. These figures make clear the seismic impact that technology could be having on workplace relationships.
Organisations where AI experimentation is encouraged see better outcomes
Half (54%) of people at these pro-experimental organisations report that AI has improved their job satisfaction, versus just 8% in organisations where AI experimentation is not encouraged. People at pro-experimental organisations also report more positive outcomes across skill development, team collaboration, and AI ROI.
One in four knowledge workers (26%) said they’d rather engage in small talk with an AI bot
This figure rises to 32% among business leaders responsible for AI deployment, and the preference for an AI chatbot for ‘small talk’ is particularly strong among younger professionals aged 25-44 (30%), compared with just 15% of those over 55.
35% of workers believe they’re 'addicted' to using GenAI
We’re seeing a shift in how work gets done and how people connect and communicate. Evidently, AI can make us more efficient and articulate, but it also risks eroding some soft skills and driving a wedge between human interaction.
Neal Riley
AI Innovation Lead, The Adaptavist Group
Skills: Is AI creating advantage or atrophy?
Gaining
68%
Declining
29%
When it comes to AI’s impact on skills, the picture is divided. 68% of workers believe that AI is helping them develop their skills, whilst 29% of workers worry that their abilities are declining due to reliance on AI.
Which skills are strengthening?
In amongst this mixed bag of skills perceptions, some clear signals emerged about skills that people generally felt were growing with AI assistance.
| Skill | % of respondents reporting growth in the skill thanks to AI |
|---|---|
| Writing | 62 |
| Critical thinking | 47 |
| Design | 41 |
| Coding | 38 |
How can organisations influence their AI outcomes?
The research underscores that organisational culture, not technology or the level of investment in it, is the true differentiator in AI success. Comparing responses from those who felt their companies actively encouraged responsible experimentation and learning with those who did not feel this way, there are markedly stronger positive outcomes amongst the pro-experimentation crowd.
This suggests that, with the proper enablement and approaches, organisations can positively influence these outcomes.
Here's a look at how the two cultural approaches generate different outcomes:
| Positive outcome | In a pro-experimentational culture | Not in a pro-experimentational culture |
|---|---|---|
| Skill development | 89% agreed | 59% agreed |
| Greater job satisfaction | 54% agreed | 8% agreed |
| Improved team collaboration | 68% agreed | 23% agreed |
| Return on investment from AI | 73% agreed | 36% agreed |
The key to achieving a culture where AI use remains healthy and work-conducive is one which encourages responsible AI experimentation, and has a framework for measuring success.
Neal Riley
AI Innovation Lead, The Adaptavist Group
Politeness and clarity: a trade-off?
AI is changing how and when people speak to one another, both for better and for worse.
49%
of workers say they now speak more succinctly
55%
of workers believe colleagues communicate more clearly
65%
of workers report clearer writing since adopting AI tools
26%
of workers admit to being less polite since using GenAI.
39%
of leaders responsible for implementing AI feel they are now less polite
48%
of leaders responsible for AI implementation now consult AI on legal or policy issues
41%
of leaders responsible for AI implementation use it for HR-related matters
35%
of workers believe they're addicted to using AI
26%
of workers would rather engage in small talk with AI over a human
Interactions with AI can feel more private, contained and forgiving, giving employees space to vent frustrations, explore ideas or rehearse difficult conversations without fear of damaging performance reviews or workplace reputations.
Carolyn Freeman
CyberPsychologist
Want to ensure that your AI culture is a positive one?
Adaptavist, part of The Adaptavist Group, offers a half-day AI Essentials training workshop. Reach out via this form, and we'll get back in touch shortly.
AI in the Workplace: From Manners to HR Matters
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Digital Etiquette: Unlocking the AI gates
AI has been hailed as accelerating the entire workforce. Is it true?
The artificial intelligence (AI) revolution is in full swing and shows no signs of slowing down. While some businesses formally embrace the technology, others are fighting against employees bringing in unsanctioned tools. But there are some universal questions we should be asking as we glide along the adoption curve.
Who benefits most from AI in the workplace? How much AI enablement does someone need to truly get the most from it? Do some people feel more threatened by AI than their colleagues, and if so, who?
We surveyed 4,000 knowledge workers across the UK, USA, Germany, and Canada to understand their AI experience: training, usage, perceptions, benefits, and concerns.
Knowledge workers are those whose main capital is knowledge, and the classification covers the majority of corporate roles. Examples include ICT professionals, software developers, physicians, pharmacists, architects, engineers, scientists, design thinkers, accountants, lawyers, editors, and academics; anyone whose job is to 'think for a living'.
Alongside the insights from our survey respondents, the report below includes recommendations for harnessing AI's benefits and cultivating a culture that provides AI equity to all employees.
If you're currently facing challenges around AI implementation in your organisation, get your favourite beverage and let's dig into the findings.
Want to secure these insights for your future self?
We'll send a copy of the following report to your inbox this afternoon so you can find it easily later.
Who has the best access to AI tools and training?
Our survey uncovered that those with high incomes benefited from better AI education, tool accessibility, and job satisfaction.
Percentage of respondents receiving 20+ hours AI training by income
Over £100K
27%
£75,000 to £99,999
18%
£60,000 to £74,999
21%
£50,000 to £59,999
18%
£45,000 to £49,999
8%
£40,000 to £44,999
12%
£35,000 to £39,999
18%
£30,000 to £34,999
10%
£25,000 to £29,999
5%
£20,000 to £24,999
6%
Respondents with incomes of £100K+ were more than five times as likely to have had over 20 hours of AI training in the 12 months, compared with those on incomes of £25-29k.
Percentage of respondents with sufficient guidance on how to use AI at work
Respondents earning over £100K
84%
Survey average
68%
84% of earners bringing in £100K+ said they had sufficient guidance on AI, compared to the average of 68%.
Percentage of respondents who strongly agreed they received new AI tools regularly
Respondents earning over £100K
49%
Survey average
34%
Nearly half of respondents on six-figure incomes strongly agreed they were given new AI tools regularly, in stark contrast to the average of just over a third.
Why might this be?
Higher earners are often in senior, strategic, or highly specialised roles where the potential for AI to drive significant value is clear. Companies may prioritise these roles for upskilling and tool use, perceiving a clearer and more immediate return on investment. Furthermore, employees in well-paid positions may have greater influence to request or get new tools themselves. Their roles may be more likely to be technical in nature, making adopting newer technologies, like AI, in their day-to-day roles a more obvious priority. Many CEOs and product leaders have been vocal about nominating development and technical teams as internal testers of AI value. As an investment strategy, this has been highly visible in the media and statements issued by large organisations.
What's the impact for those on either side of this divide?
45% of these high-income earners strongly agree that their skills are developing due to AI, compared to an average of 32%. The data suggests that access to the newest AI tools is uncovering ways to sharpen their skills and let them work more efficiently and remain at the forefront of their fields.
Additionally, 69% of high earners feel comfortable proving the ROI of AI, well above the 51% average. This could be due to the higher price tag on their time, confidence instilled by training, or a more general comfort in making commercial claims that comes with seniority, but highlights a clear need to communicate and help everyone understand how to account for the gains and opportunities that AI grants them.
How people use AI varies enormously depending on a range of factors, including their role, tool availability, training, skillset, and confidence. Based on the previous findings, it should come as little surprise that half of high earners say that AI has significantly increased their job satisfaction. This contrasts with 28% of respondents on average salaries, and just 5% of those earning £15,000 - £20,000 who say the same.
To fully realise AI's benefits in the workplace, ensuring AI's transformative potential is distributed more widely, and supporting both employee development and business success, organisations should:
- Explore how to provide broader access to AI training across all income levels and roles.
- Explore how to provide tools across all income levels and roles.
- Explore standardised ways of measuring value.
What's the impact of good AI training?
If you weren't already sold on the value of increasing access to AI training for your organisation, there are more findings that might raise an eyebrow. The survey responses illustrated the following.
46%
of those with 20+ hours of training in the last 12 months saved at least 11 hours a week (1.4 work days) using AI. Of this figure, 14% saved 30+ hours (3.8 work days). 38% with under an hour's training saved just one hour or less.
29%
of workers who received 20+ hours of AI training were over four times more likely to view AI as essential, compared to just 7% of respondents with no training.
76%
with over 20 hours of AI training felt comfortable proving the return on investment of their AI tools, compared to 51% of those with an average amount of training.
Organisational attitudes and self-confidence may also still be blocking progress:
40%
of employees in mid-sized companies are afraid to ask for more AI training, compared to just 23% at micro organisations.
35%
of workers said they wanted more training, but were afraid to ask for it.
30%
of 18-24 year olds say they can't use AI at work without fear of negative repercussions, ten times the number of 65+ year olds.
These statistics underline the critical role of comprehensive AI training in growing workplace efficiency and staff confidence, leading to happier and more productive team members. There is a strong correlation between the amount of AI training employees receive and both their perception of AI's value and their ability to realise its benefits at work.
Younger workers appear more likely to think that asking about AI use may result in negative responses, suggesting possible generational differences about insecurity in their own abilities or job security.
To encourage and create psychologically safe environments for AI exploration and requests, company cultures and communication may need to evolve. Organisations wishing to get the most from AI should:
- Foster an open culture where employees feel comfortable seeking the training needed to fully harness AI technologies, irrespective of seniority or age.
- Set out clear and accessible AI training programmes.
- Promote AI tool and training access policies clearly for the entire company to empower those less confident to ask about training opportunities.
How do people feel about AI?
As with any large shift to our working world, there have been both positive and negative opinions about AI and its role. While the survey data reflected both ends of the AI favourability spectrum, it underlines some severe discrepancies based on age and seniority (reminiscent of some issues raised in last year’s Digital Etiquette: Mind the generational gap report):
Some generational differences
- 44% of 18-24 year olds agree that AI risks replacing jobs compared with just 16% of 65+.
- Just 49% of 18-24 year olds feel they can openly use AI at work without fear of negative repercussions, compared with 81% of those 65+.
And some hierarchical ones
- Just 49% of interns believe AI has increased their job satisfaction, compared to 78% of CEOs.
- Despite holding such positive sentiment about AI, just 53% of C-level executives agreed that AI use makes colleagues look more competent, compared with 45% of vice presidents and 66% of assistants.
Younger workers may occupy roles that are frequently perceived as being more susceptible to AI or AI-fuelled automation, such as entry-level positions or jobs that involve repetitive tasks. In contrast, older employees may hold roles that rely more on experience and nuanced decision-making, which are currently less easily replicated by AI. Proximity to retirement age may also be a factor in the level of concern felt by older respondents.
Those in the earlier stages of their careers also demonstrate a cautiousness around using AI openly compared to older workers. This could stem from younger employees' awareness of the evolving nature of AI and its potential to replace them, or a feeling that they need to prove their skills independently. Conversely, older workers might feel that they have already demonstrated their abilities without AI and therefore feel no threat to credibility in using it.
These findings suggest that successful AI programmes designed to foster more inclusive and confident adoption across all levels of an organisation should:
- Account for both generational and hierarchical perspectives.
- Address concerns and promote transparent communication with a cultural strategy around AI.
How do the leaders responsible for implementing AI feel about it?
We surveyed 900 leaders responsible for AI adoption in their organisations. The findings reveal the symptoms to look out for that your AI leaders might need better support to turn AI into a strategic advantage for your organisation.
There's another noteworthy divide
The ongoing gender gap in the technology sector is a pressing issue that reflects broader systemic disparities in training, self-perception, and opportunities. Unfortunately, these concerns surfaced in our AI survey, too.
Depth of training
45%
of women said they had received more than five hours of training in the last 12 months, compared to 53% of men.
6%
of women have had less than an hour of AI training, whereas just 3% of men said the same.
51%
of women said they have completed a formal AI training accreditation, versus 61% of men.
External training
35%
of female administrative staff received external structured training compared with 52% of male admin workers.
58%
of women in director roles received structured training sessions on AI from external providers, compared with 73% of men in the same position.
47%
of men at intern level are more than twice as likely to have received external training, versus 23% of women.
Skill level
87%
of men at C-level received sufficient guidance on how to use AI at work, compared to 77% of women in the same role. Similarly at the administrative level, 46% of women got it, compared with 57% of men.
72%
of men believe their skills are developing because of AI, compared to a 63% of women.
34%
of men think their skills are being devalued because of AI, versus 31% of women.
Confidence and skill development go hand in hand. If you’re not given the time or support to learn, of course it feels like AI is something happening around you, not something you’re actively shaping or benefiting from.
This is why training matters, not just to 'use the tools', but to make sure people feel empowered, not left behind.
Laura Gemmel
Founder and Technical CEO, Taught by Humans
Conclusion
The findings of The Adaptavist Group's 2025 Digital Etiquette survey underscore the critical need for organisations to adopt inclusive strategies in deploying AI technologies to see the efficiency and opportunity gains that are available.
While high-income earners often enjoy better access to AI tools and training, there's a pressing need to address disparities that leave lower-income employees, younger workers, and women at a disadvantage.
To unlock the full potential of AI and their workforces, organisations must move beyond simply deploying tools and instead build a deliberate strategy for inclusive adoption.
Confronting unconscious biases to achieve equitable AI access can enhance job satisfaction and productivity across all demographics, fostering a more innovative and stronger company. By investing in comprehensive AI training programs and promoting a culture of inclusion and open communication, business leaders can ensure that AI's transformative benefits are shared broadly, driving success and growth throughout the modern workplace.
Remember, you can send yourself this report for later
We'll send a copy of the above report to your inbox later today so you can find it easily.
Methodology
The Adaptavist Group conducted a comprehensive survey to assess the accessibility and impact of AI tools in the workplace across various demographic groups. The survey aimed to identify disparities in AI training, tool accessibility, and perceptions among employees with different income levels, ages, seniority, and genders.
- Target population: the survey targeted a diverse range of knowledge workers* in the UK, USA, Germany, and Canada in June 2025. It included individuals across various industries and roles, ensuring representation from different income brackets, age groups, seniority levels, and genders.
- Sample size: a total of 4,000 respondents participated in the survey, providing a robust dataset for analysis.
- Sampling method: a stratified sampling approach was employed to ensure that all key demographic groups were adequately represented. This method allowed for meaningful comparisons across different segments of the workforce.
Digital Etiquette: Unlocking the AI gates
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The AI fault line: Why some businesses thrive while others struggle
AI is transforming the workplace, but not every organisation is benefiting equally. Our latest research reveals a stark divide in leadership experiences with AI.
Key findings from 900 global leaders
Respondents identified themselves as leaders responsible for AI adoption throughout their organisations.
42% of leaders believe their company's AI claims are exaggerated.
These AI 'sceptics' report higher risks, weaker outcomes, and more fear around job loss. By contrast, 'realist' AI leaders reported improved work quality, faster delivery, and higher output.
The amount of implementation spend is not the key to AI success.
Similar investment between 'sceptic' and 'realist' leaders suggests there's more to success than spend. 34% of 'sceptic' leaders spent £1m-£10m in the last 12 months versus 31% of realists.
Culture has a greater impact on successful AI outcomes.
Organisations that approach AI as a high-pressure obligation struggle, while those that experiment responsibly unlock real value.
Training makes the difference.
Leaders with access to structured AI education reported more confidence, fewer ethical concerns, and stronger adoption.
AI adoption is splitting workplaces in two: for some it's a growth engine, for others a culture of fear.
Jon Mort
CTO, The Adaptavist Group
The AI fault line: Hype versus reality
Our survey of 900 AI leaders across the UK, US, Canada, and Germany found distinct groups:
'Sceptic' leaders (42%):
- Believe their company's AI claims are over-inflated
- Feel pressure to adopt AI quickly, often without sufficient training
- Report higher ethical, accuracy, and job-related concerns
'Realist' leaders (36%):
- Don't believe their company's AI claims are over-inflated
- Have received structured training and support to experiment
- Report tangible productivity gains and reduced risk
How the differences play out
Looking at the value that AI is bringing to organisations, here's how 'sceptic' and 'realist' leaders report the benefits they've seen. 'Realists' are, across the board, more likely to report improved quality and increased output, and a significantly higher likelihood of time savings.
| Value reported | 'Sceptic' leaders | 'Realist' leaders |
|---|---|---|
| Improved work quality due to AI | 43% | 58% |
| Time savings due to AI | 36% | 61% |
| Increased output due to AI | 35% | 48% |
Bold claims = weak gains?
The complexity of the labels applied throughout the report become clear as we start to dig into these differences in reported value. Questions flow:
- Are the 'sceptics' simply applying a more critical lens than their 'realist' peers?
- Are the 'realists' in fact overly optimistic?
- Are the organisations with 'overinflated' AI claims hiring 'sceptic' leaders or creating them?
Several other findings emerged which we believe combine to explain the differences in attitudes and outcomes that may push leaders towards becoming 'sceptics'.
Symptoms of a poor culture for successful adoption
'Sceptic' leaders are reporting troubling things about the culture in which they are being asked to deliver AI adoption, including no training, job security concerns, fear of repercussions about AI usage, inability to experiment, and pressure-driven adoption.
Here's some of what 'sceptic' leaders are reporting:
84%
encourage AI usage because they feel they should, versus 58% of 'realists'.
59%
have received no formal AI training, versus just 16% of 'realists'.
66%
say their organisation discourages AI experimentation, versus 16% of 'realists'.
42%
hide their AI use at work, versus 6% of 'realists'.
67%
worry that AI adoption threatens jobs, compared to just 10% of 'realists'.
80%
say their organisation is leveraging AI to reduce headcount, versus 39% of 'realists'.
Leaders pushed to 'just adopt' at breakneck speed, without the right training or support, are far more likely to find themselves in a culture of fear around AI.
Jon Mort
CTO, The Adaptavist Group
Fear, risk, and ethical challenges
'Sceptic' leaders also report greater concerns over a number of key AI issues. These issues are connected to real risks that need to be understood and managed as part of healthy AI adoption. The lower levels of concern among the 'realists' hints at the informed risk-taking that can be made possible through proper training.
Job losses
'Sceptics' are 3.5x more likely to fear job losses.
Plagiarism and ethics
74% of 'sceptics' are concerned about plagiarism in AI, versus 37% of 'realists'.
AI hallucinations
72% of 'sceptics' worry about AI hallucinations versus just 21% of 'realists'.
Bias concerns
70% of 'sceptics' express concerns about bias in AI versus 22% of 'realists'.
Job losses
'Sceptics' are 3.5x more likely to fear job losses.
Plagiarism and ethics
74% of 'sceptics' are concerned about plagiarism in AI, versus 37% of 'realists'.
AI hallucinations
72% of 'sceptics' worry about AI hallucinations versus just 21% of 'realists'.
Bias concerns
70% of 'sceptics' express concerns about bias in AI versus 22% of 'realists'.
To unlock AI's true value, organisations must slow down enough to experiment responsibly, invest in training, and create an environment where both people and technology can thrive.
Jon Mort
CTO, The Adaptavist Group
Want to ensure your AI leaders are supported?
Adaptavist, part of The Adaptavist Group, offers a half-day AI Essentials training workshop. Reach out via this form, and we'll get back in touch shortly.
What can leaders do now?
With billions being poured into AI, organisations must acknowledge that investment alone is not enough to secure successful outcomes for AI implementation. We'd invite leaders to explore whether the symptoms of the 'sceptics' are present in their organisation and whether the proper culture has been established to allow new technology to safely flourish in their organisations.
Culture, training, and the leadership approach play significant roles in whether AI becomes a competitive advantage or a costly misstep.
With AI rollouts accelerating globally, companies must ask:
- Are we asking too much of AI implementation without properly supporting the employees responsible?
- Have we invested in training and experimentation culture to understand how to get the best from our AI investments?
- Are we considering the human implications of our approach, both for employees and for customers?
The right approach can turn AI from a source of fear into a strategic advantage where time is gained, quality is improved, and employees feel that their skills are developing due to AI.
How employees feel about AI
Check out our previous research findings on AI adoption from a survey of 4,000 knowledge workers across the UK, USA, Canada, and Germany.
Want to ensure your AI leaders are supported?
Adaptavist, part of The Adaptavist Group, offers a half-day AI Essentials training workshop. Reach out via this form, and we'll get back in touch shortly.
The AI Fault Line: Why Some Businesses Thrive While Others Struggle