AI is no longer something businesses can afford to treat as a future consideration. Employees are already using tools such as ChatGPT and other generative AI platforms to write emails, analyse information, create reports and support everyday tasks. The question for HR teams is no longer whether AI will be used, but whether it is being used safely and responsibly.
Research suggests that 80% of people are already using AI, while only 15% of UK teams have a policy in place.
For employers, that gap should be a prompt to act.
AI use is already happening
Even if your organisation has not officially introduced AI tools, that does not mean your people are not using them.
An employee might ask an AI chatbot to improve a customer email. A marketing team member could use it to generate ideas. Someone in finance might use AI to summarise a spreadsheet, while a manager could ask it to help draft performance feedback.
These uses may seem harmless, but the risks can quickly become more significant when confidential information, customer details or employee data are involved.
Without clear guidance, employees are left to make their own decisions about what is appropriate. That creates inconsistency and potentially exposes your business to data protection, confidentiality and reputational risks.
Your policy should be practical
An AI policy does not need to be a lengthy document filled with technical jargon. In fact, the more practical it is, the more likely employees are to follow it.
Your policy should clearly explain which AI tools employees can use, what information must never be entered into them and when human oversight is required.
You should also consider whether employees need to disclose when AI has been used to produce work, particularly where accuracy, originality or professional judgment matters.
The aim is not necessarily to prevent AI use. Instead, you should create a framework that allows your people to benefit from the technology without compromising your organisation.
Think about recruitment, too
HR teams should pay particular attention to how AI is used in recruitment and selection.
AI can help hiring managers deal with high volumes of applications, draft communications and streamline administrative tasks. However, using automated tools to assess candidates can introduce concerns around bias, transparency and fairness.
You should be clear about where AI can support decision-making and where human judgment must remain central. Candidates should not be disadvantaged because an algorithm has made an inaccurate or biased assessment.
The same principle applies internally. If you use AI to support performance management, promotion decisions or workforce planning, you need appropriate checks and accountability.
Train people, don't just write rules
A policy alone is unlikely to be enough. Your employees need to understand why the rules exist and what good AI use looks like in practice.
Consider providing training and real-world examples. Show employees the difference between asking AI to support a task and uploading sensitive company information into an external platform.
You should also review your policy regularly. AI tools and workplace practices are developing quickly, so your guidance should evolve with them.
Build an AI-ready workforce
For HR leaders, responsible AI adoption is ultimately a people strategy as much as a technology strategy. You need employees who understand both the opportunities and limitations of AI, alongside the judgment to know when human expertise is essential.
The businesses that get this balance right will be better placed to improve productivity while protecting trust, data and their people.
If your organisation is building its workforce for an increasingly AI-enabled workplace, we are able to find the talent you need. Work with us.