UK Workers Demand a Say in AI Decisions as Job Security Fears Grow

Half of UK Workers Demand a Say in AI’s Role at Work

New data from the Trade Union Congress (TUC) reveals that 50% of UK adults believe workers and unions should have input in how AI is developed and applied in the workplace. Only 17% oppose giving employees an equal voice alongside businesses in shaping the future of AI and workplace technology.

The TUC survey of 2,605 UK adults also found that 51% of people worry about how AI and emerging technologies might affect their jobs.

HR’s Role in Managing AI Adoption

Paul Mills, founder of the AI strategy consultancy Mai Technology, highlights that AI isn't a one-time fix but transforms job design itself. He says HR must respond with ongoing, structured learning programs integrated into core company strategies.

Mills advises starting with a clear vision of how roles will evolve, then building continuous development paths. Keeping employees informed from the start prevents fear and speculation. He recommends early engagement through champion groups, open forums, and visible leadership use of AI to build trust and inclusion.

Lorna Ferrie, legal and compliance director at Mauve Group, stresses the importance of transparency and inclusivity when introducing AI. She suggests creating opportunities for collaboration such as cross-department workshops or employee councils where diverse voices can share concerns and ideas.

Ferrie also recommends treating AI adoption as an ongoing process with regular feedback loops, allowing strategies to evolve based on employees’ experiences.

Giving Workers a Voice in AI Decisions

The TUC emphasizes that workers should influence AI regulation, public investment, deployment in workplaces, and decisions about who benefits from productivity gains.

Raoul-Gabriel Urma, CEO of Cambridge Spark, suggests rewarding employees who promote AI adoption. This might include integrating AI-related goals into job descriptions and KPIs or recognizing innovative AI ideas. Such incentives encourage engagement and innovation.

Concerns about AI’s impact are most pronounced among younger workers, with 62% of those aged 25-34 worried about job security.

Addressing Job Security and Skills Development

Mills points out that fears about job losses are real. If AI improves efficiency, it could reduce the number of roles needed. HR must lead with honesty and transparent reskilling plans to present AI as a route to new career paths rather than just a threat.

Ferrie agrees, noting that worries about job changes or losses are understandable. HR should help employees understand and adapt to these shifts.

By investing in targeted upskilling and reskilling, HR can demonstrate how roles will change and highlight new opportunities. When employees see growth potential alongside AI adoption, they are more likely to accept the changes.

Urma concludes that excluding employees from AI adoption is a strategy doomed to fail. Employees are the ones who will use AI tools and create value from them, so their involvement is crucial.

Key Takeaways for Executives and Strategy Leaders

• Include workers and unions in AI development and deployment decisions to build trust and ensure fair outcomes.
• Integrate continuous learning and development into your AI strategy rather than treating it as a one-off initiative.
• Foster transparency and open communication to reduce anxiety and encourage employee buy-in.
• Create cross-functional forums for collaboration and feedback to refine AI adoption regularly.
• Recognize and reward employees who contribute to AI innovation and adoption.
• Invest in reskilling programs to help employees transition into evolving roles and capitalize on new opportunities.

These steps will help leaders manage AI-driven change effectively, turning uncertainty into engagement and growth.

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