Why AI is creating uncertainty in the workplace
How leaders can help employees feel steady during change
What employees want to hear from leadership about AI
The biggest challenges HR is facing with AI adoption
Where AI belongs — and where it doesn’t — in HR
Why transparency is the key to trust in an AI-first world

Resources

OpenOrg website
Adam Horne on LinkedIn
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Business Insider feature on AI and candidate interviews
Jeffrey Fermin Linkedin

Why AI is creating uncertainty in the workplace

AI isn’t on the horizon anymore — it’s already in the workplace. Recruiting, onboarding, case management, and policy communication are all shifting under the weight of rapid AI adoption. But speed brings confusion. Employees are watching tools evolve faster than policies can catch up, and uncertainty fills the gap.

Adam Horne, co-founder of Open Org, explained it clearly in our Leading With Humanity in the AI Era webinar:

“There’s so much uncertainty around AI, and people are waiting to see if it’s going to be a threat or an opportunity.”
— Adam Horne, Co-founder of Open Org

That tension sits squarely with HR. Employees want clarity, reassurance, and fairness. Without it, rumors spread faster than facts.

Why uncertainty matters for HR strategy

Fear of AI can stall adoption and create resistance
Lack of clarity leads to speculation that undermines trust
HR risks losing credibility if they don’t step in proactively

The role of HR here is to provide interpretation: turning AI from a confusing abstraction into a human-centered conversation.

How leaders can help employees feel steady during change

Employees don’t just need new tools — they need to feel secure while using them. Adam emphasized that leadership’s job is to anchor people in values, not just in processes.

“The role of HR right now is not just to manage technology, but to manage how people feel about the technology.”
— Adam Horne

This isn’t about slowing innovation. It’s about ensuring people feel steady enough to experiment and grow with AI rather than retreating from it.

Anchor on values

Even when tools shift, company values don’t. Leaders should make clear that fairness, equity, and trust will guide AI adoption decisions.

Communicate the human role

AI can draft and summarize, but it can’t empathize or lead. Reinforcing the irreplaceable role of human judgment prevents people from assuming they’re being automated away.

Normalize discomfort

AI adoption is messy. Acknowledging that discomfort is normal gives employees permission to learn without fear of failure.

Claire Schmidt added that the way HR frames change now will define long-term credibility:

“If people feel supported as they navigate this change, they’ll remember that HR was the function that kept them grounded.”
— Claire Schmidt, Founder of AllVoices

What employees want to hear from leadership about AI

One of the strongest themes Adam raised is that employees don’t need leadership to have perfect answers — they need leadership to be honest.

Silence creates mistrust. When companies avoid the topic of AI, employees assume the worst: layoffs, surveillance, or secret deals with vendors.

“Employees don’t expect you to have every answer, but they do expect you to be transparent about what you know, what you don’t, and what you’re still figuring out.”
— Adam Horne

The communication playbook for AI

Acknowledge the uncertainty: Don’t paper over what’s unknown.
Explain your process: Share how you’ll evaluate tools and policies.
Create feedback loops: Provide anonymous reporting channels so employees can raise concerns safely.
Communicate consistently: Even “no update” updates matter because they show attention.

Platforms like AllVoices strengthen this playbook. Anonymous reporting means employees can surface issues without fear, ensuring HR gets visibility into the challenges AI may create.

The biggest challenges HR is facing with AI adoption

Adam outlined three primary obstacles HR teams face in adopting AI responsibly.

Vendors move faster than explanations

Many HR tech vendors are rushing AI features to market without clarity. Leaders are left deciphering whether “assistants” or “agents” are simple search add-ons or compliance-heavy tools.

Bias and fairness concerns

From resume screening to performance scoring, AI can amplify inequities if not carefully managed. HR knows they’ll be accountable for explaining outcomes to employees, regulators, and even courts.

Regulatory uncertainty

Laws like the EU AI Act are evolving quickly. Few HR teams have the legal capacity to track every new rule, but ignorance isn’t a defense.

As Claire summed up during the discussion:

“The technology is moving faster than the guardrails. HR has to lead with caution and care while still exploring what’s possible.”
— Claire Schmidt

Where AI belongs — and where it doesn’t — in HR

Both Adam and Claire emphasized that while AI can add value, not every workflow should be automated.

Where AI adds value

Drafting job descriptions and candidate outreach emails
Summarizing employee survey comments into themes
Turning role profiles into onboarding checklists
Organizing and tagging ER cases for easier trend analysis

Where humans must stay in the loop

Investigating sensitive employee relations cases
Making final decisions on hiring and promotions
Having performance and engagement conversations
Shaping organizational culture

Adam’s caution underscored the stakes:

“AI can help with the mechanics, but it cannot replace the human responsibility of caring for people.”
— Adam Horne

Why transparency is the key to trust in an AI-first world

The conversation closed on a simple truth: transparency is the most powerful lever HR has for building trust in the AI era. Employees can handle imperfect execution. What they won’t forgive is secrecy.

“The only way to build trust in this new era is to let employees in on the conversation. If AI is going to change their work, they deserve to understand how and why.”
— Adam Horne

Transparency isn’t just about compliance. It creates alignment. When employees see that leadership is learning alongside them, they feel like participants in the change, not subjects of it.

Final word: HR’s role in building human-centered AI adoption

AI will reshape work, but the real question is whether it reshapes how people are treated. HR leaders are uniquely positioned to ensure the answer is yes — in a way that benefits employees.

By acknowledging uncertainty, creating psychological safety, keeping humans at the center, and leading with transparency, HR can turn AI from a source of fear into a platform for empowerment.