AI is undoubtedly transformative. But in order for AI to shift your organization and offerings for the better, people need to actually drive the change forward. According to a 2025 EY survey, while 88% of employees report some AI use at work, only 5% say they’re using it in advanced ways that fundamentally transform how they work—meaning many organizations are likely missing out on up to 40% of potential productivity gains because of gaps in “human readiness.”

As AI automates workflows and redefines how we work, it’s more crucial than ever that companies leverage the humanity of their workforce by focusing on the how and not just the what of AI transformation.

In our new digital reality, the foundational principles of being human remain the same—and they will always be the constant that must be considered.

In 2026, we can expect the pressure to be on businesses to start showing meaningful ROI on their AI tools. People leaders will be the forcing function to truly maximize value from AI in the coming year. HR leaders must seize the opportunity to empower their people to make the most out of AI tools.

Leveraging human psychology to drive technology change

Being human is about being connected, working in relationship with others and flourishing within our environments to move forward. At work, the people who make up a team need to have the right conditions to thrive as humans first before they can unlock innovation and productivity. Respect, compassion, clear communication and a sense of safety must be present to create the ideal conditions for success.

Studies on psychological safety—the idea that team members feel safe to take interpersonal risks without fear of ridicule or retribution—show that when that sense of safety exists, teams are far more likely to innovate and perform.

In the context of AI implementation, taking time to understand human behavior and psychology provides valuable insight into how to successfully curate a human culture that enables technology innovation. Encouraging joy at work, giving people space to experiment, helping them connect their tasks to a higher purpose and reducing the sense of work as a digital slog—all these contribute to making technology transformations achievable and sustainable.

What will separate the winners from the losers in this moment will be how well they unlock the human capabilities of their people: to adapt, grow and deliver value with AI. Transformation depends not just on executing known tasks faster, but on rethinking workflows, questioning old ways of working and giving people permission to try, fail, learn and iterate.

How to create the conditions for experimentation

Organizations that want to truly benefit from AI—rather than simply check off an “AI initiative” box—must deliberately build the cultural and psychological infrastructure to support experimentation, learning and adaptation. Here are immediate steps companies of any size can take today:

1. Establish psychological safety and a culture of experimentation

Foster environments where people feel safe to speak up, share ideas and admit mistakes. Frame AI adoption as a learning journey, not a binary success/failure project. Emphasize that early trials, feedback loops and gradual iteration are expected.

2. Provide structured learning, training, and support

Most employees currently using AI focus on basic tasks, with only a small fraction using it in transformative ways. Companies need to invest in training and upskilling so that people can leverage AI meaningfully. Offer mentorship and create safe spaces for knowledge exchange—especially for those less comfortable with experimentation.

3. Align AI tools with people’s work and purpose—don’t just drop tools in

When rolling out AI tools, clearly communicate why: how they map to business goals, how they help reduce tedious tasks and how they free people to focus on more meaningful work. Involve your people early—give employees a voice in selecting which tools to use and how to integrate them into workflows.

4. Reward experimentation and learning, not just output

Encourage risk-taking and celebrate small wins. Even failed experiments are worth highlighting if they lead to valuable lessons and progress. Build recognition and incentive structures around creativity, process improvement and skill development—not just short-term productivity gains.

5. Treat AI adoption as organizational change, not a one-time project

Use metrics beyond tool usage (e.g. employee sentiment, collaboration, innovation frequency, learning uptake) to track how well people are adapting to AI-enhanced work. If a given AI tool or workflow doesn’t land, take the time to gather feedback, recalibrate or try another approach—the goal is continuous transformation, not a one-off rollout.

Connect employee efforts to business goals

People and HR leaders can’t simply provide employees with tools. They also need to help employees understand how using tools connects to the business—linking AI usage not just to efficiency or speed, but to long-term strategy, value creation and even individuals’ career paths.

When employees see how AI helps solve real business problems—and helps their personal career growth—adoption is more meaningful and resilient. It also builds alignment between HR, talent strategy and broader organizational goals.

Boston Consulting Group (BCG) recently found that among companies adopting AI, only a minority have managed to build the capabilities necessary to generate tangible value—and that the biggest inhibitors are often people- and process-related rather than purely technical.

This is a matter of talent strategy: ensuring the right people are assigned to the right projects, that individuals’ strengths and motivations align with the AI-enabled tasks and that their work advances both personal growth and organizational value. HR’s role is a strategic, not just an administrative, function.

People are your strategic advantage

A company’s people will always be one of its biggest business investments, but at the same time, its greatest source of strategic advantage. As organizations feel pressure to demonstrate real value from AI investments in 2026, HR leaders who can show they maximize return from that cost center—by building readiness, fostering culture and enabling human-AI collaboration—will help shape the business’s direction for years to come.

It’s not just about deploying tools. It’s about empowering people. When HR leaders elevate the human variable—trust, psychological safety, purpose, learning—they transform AI from a tactical lever into a strategic accelerator.