Original Coverage & Source Attribution: www.hcamag.com
“We should be careful not to confuse resistance with informed decisions not to use AI. Sometimes employees have very good reasons for avoiding AI in particular situations, whether that’s accuracy, confidentiality or the need to exercise their own professional judgement,” Richter says.
Managers are caught in the middle. “Managers are in a challenging position. They’re often expected to encourage AI adoption while still figuring out what it means for their own work and responsibilities,” Richter says.
They need support to tell the difference, he adds, particularly as workforce resistance puts AI transformation returns at risk. “The goal shouldn’t be to maximise AI usage, but to improve how people work.”
What should HR leaders do in 2027?
A 2025 Stanford Digital Economy Lab working paper using ADP payroll data found a 13% relative decline in employment since late 2022 for 22- to 25-year-olds in the most AI-exposed US occupations.
Richter sees a similar exposure at home. “This is particularly relevant in professional services, finance and technology, where many entry-level roles involve tasks that AI can increasingly perform,” he says.
