As HR has recently taken the helm of AI transformation at many organizations, driving adoption among employees has increasingly become a top priority. But as many workforces have now deployed AI across their practices, the challenge is shifting—it’s no longer just about getting workers to use AI, but doing so in an efficient and effective way that captures its potential.
A new report from Glean highlights the predicament facing HR and focuses on a phenomenon Glean calls “botsitting.” The good news is that employees are incorporating AI to drive efficiencies in their work. About 87% of the 6,000 digital workers surveyed are using AI at work, and about three-quarters say it can make them more productive, saving them about 11 hours a week. Yet, just 13% say the use of AI has improved their organization’s performance, as the productivity gains are often offset by losses, as workers supervise, and sometimes correct, the work of their AI tools.
Researchers define botsitting as: “the work required to make AI usable, including feeding it missing context, checking its outputs, debugging its mistakes, rerunning prompts and cleaning up the confident-but-wrong answers AI leaves behind.”
Eva Spatz, vice president, head of people experience at Staffbase, tells HR Executive that botsitting is “fundamentally an HR issue.” It stems from a lack of trust and psychological safety, not a “software glitch.”
“If employees lack a clear purpose, or worry that an AI mistake...
"Saw people on Facebook, including doctors, warning that statins cause dementia. Then I googled it and found an NIH-listed study that says the opposite. It's so difficult to know what to do with o...