Artificial intelligence is often portrayed as a double-edged sword—a powerhouse of innovation for businesses and GDP growth, yet a looming threat to the workforce. Media coverage, engagement bait on social platforms, and pronouncements from AI industry leaders often amplify concerns about job displacement, automation-induced unemployment, and widening economic inequalities.
Those arguments have taken hold. For example, a recent Pew Research Center survey found that more than half of U.S. workers (52%) were worried about future AI use in the workplace, with 32% expecting fewer job opportunities and 56% being highly concerned about AI eliminating jobs overall.
This is happening at a time when trust in major employers is under pressure. Notably, trust in “everyday” or local companies remains strong, while larger, more distant institutions face criticism over economic inequality, ethical lapses, and perceived overreach.
The real threat to workers, however, isn’t AI itself but entrenched power imbalances between employers and employees.
Although people will be shifted out of some work activities, many of their skills will remain essential. Workers will also be central in guiding and collaborating with AI, a change that is already redefining many job roles across the economy.
Likewise, adoption will take time. As it unfolds, some roles will shrink, others will grow or shift, and new ones will emerge—with work increasingly centered on collaboration between humans and intelligent machines. This pro-worker approach to AI can boost wages while creating jobs.
Companies in recent years have gone from “hoarding workers” to seeing how efficiently they can run. Yet this economic cycle differs from previous ones because AI is among the first productivity shocks to affect white-collar jobs at scale directly—and while most human skills will endure, they will be applied differently. This is why companies that are the furthest along on incorporating AI are also the ones that tend to upskill and value their employees as much as their customers or shareholders. According to BCG, those employee-centric organizations are seven times more likely to lead in successful AI implementation.
A New Era of Measurement: It’s time for a more balanced discourse—one that champions how AI can empower employees, enhance job satisfaction, and foster long-term career growth, while acknowledging productivity gains for companies. This is better for workers because those who feel enthusiastic, empowered, and optimistic about AI integration are less likely to feel anxiety and distrust.
Corporate language on the ROI of human capital is extensive and detailed, framing the value extracted from workers through productivity and EBITDA per headcount. In contrast, we have limited shared language and few metrics of value delivered to workers, and instead reduce employment to paychecks and benefits.
Speaking plainly for workers is about recognizing how they win in an AI world. We need rigorous new scorecards on people analytics that are comparable to finance. These could include metrics on worker wealth creation (salary, benefits, and equity), career mobility, human fulfillment, and risk rebalancing. This new social compact should be described in language that accounts for both sides of the ledger.
The good news is that forward-thinking companies are stepping up, not just harnessing AI for organizational gains but actively investing in narratives and programs that highlight its value for employees. These leaders recognize that true innovation thrives when workers are partners, not afterthoughts. Take Amazon: The e-commerce giant has pledged billions of dollars to reskill its workforce for AI-enhanced roles, transforming potential disruptions into pathways for advancement. This approach goes beyond mere training; it reframes AI as a tool for employee empowerment, enabling workers to transition into higher-value tasks, such as strategic problem-solving or creative ideation.
Similarly, companies leveraging AI in human resources are seeing transformative results. Platforms like Betterworks use AI to recommend personalized career moves and integrate learning resources to help employees chart paths to their goals, thereby fostering a sense of agency and long-term fulfillment. Meanwhile, ClearCompany’s AI tools make professional development efficient and engaging, aligning with workers’ aspirations for growth while bolstering business resilience.
Consider a real-world storyline that illustrates this shift: At a mid-sized manufacturing firm that has been adopting AI-driven predictive maintenance, initial fears of job cuts gave way to a more optimistic reality. Workers, once bogged down by routine inspections, now use AI insights to preempt equipment failures, freeing up time for innovation and skill development. As one employee shared in industry reports, “AI didn’t replace me—it made me indispensable by letting me focus on what I do best.”
This narrative echoes broader trends, such as AI chatbots streamlining HR support, enabling quick resolutions to queries, and reducing administrative burdens. In corporate development, AI accelerates due diligence and strategic planning, benefiting employees by enabling faster decision-making and reducing workloads. Even in benefits management, firms such as Alight employ AI to optimize employee enrollment in health plans, directly enhancing wellbeing and financial security.
The advantages for workers extend far beyond efficiency. AI can democratize access to mentorship by providing tailored training programs and career recommendations, thereby bridging opportunity gaps and promoting inclusivity. It also supports work-life balance by automating repetitive tasks, allowing more time for creative commercial pursuits. McKinsey’s insights underscore this potential, emphasizing how AI can unlock “superagency” for individuals, empowering them to leverage technology for personal and professional growth. In specialized fields such as healthcare and automotive, AI streamlines processes like benefits management and data analysis, enabling HR teams to make informed decisions that directly improve employee experiences.
Ultimately, the best companies don’t just quantify AI’s productivity boosts—they humanize them. By focusing not only on corporate efficiencies but also on worker advantages, such as upskilling, reduced drudgery, and enhanced job satisfaction, they foster a more balanced approach that builds trust and accelerates adoption.
This isn’t altruism; it’s a smart strategy. As Brookings experts suggest, supporting workers through AI transitions via reskilling and policy safeguards can mitigate losses and harness gains for all. Media and industry titans must follow suit, moving beyond alarmism to spotlight these stories. Only then can we ensure AI serves as a tide that lifts all boats, creating a future where innovation benefits everyone—from the boardroom to the factory floor.
Frank Britt is a senior advisor at Valor Equity Partners and a senior partner in the Schultz Family office. Previously, he was chief strategy officer at Starbucks and CEO of Penn Foster.