‘Building confidence’: The key to effective AI implementation

“The more it’s used, the more transformative it becomes,” it said in its report last year when it surveyed 1,003 workers across the country.

Despite these benefits, it found that government and public sector workers had the lowest proportion of AI proficiency (29 per cent), compared to industrial and energy workers who led (39 per cent). In addition, the report found that part-time workers in the public sector, women, and older generations reported low AI proficiency.

For workers who had not used AI in their job over the last month, 54 per cent said they were not confident using it, 42 per cent have not been given a clear reason or purpose to use it, 30 per cent do not have a clear understanding of how it would help them, and 26 per cent said they were not permitted to use it by their employer, the report found.

In addition, 35 per cent reported that AI implementation has been transparent and well communicated, 72 per cent worried about data breaches or regulatory requirements, 60 per cent feared losing critical thinking skills, 58 per cent believed that AI would be used to justify demands for greater productivity rather than reduce workload, and 54 per cent worried about job losses.

Compared to Gen Z respondents (46 per cent), 25 per cent of Gen X respondents self-reported high AI proficiency, followed by 18 per cent of Baby Boomers, with Millennials trailing behind the youngest workforce generation at 37 per cent.

Overall, only 32 per cent of respondents rated their AI proficiency highly, with 29 per cent saying that they were extremely proficient at basic AI interactions, followed by prompt stacking (21 per cent), prompt extensions (21 per cent), creating basic prompts (21 per cent), and continuous learning (20 per cent).

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Transparent communication, ethical deployment, a connection to purpose, and encouraging experimentation are keys to building AI confidence at scale, EY wrote.

For a successful rollout, AI must work for everyone, it said. According to its findings, 35 per cent of workers received formal AI training, and 66 per cent wanted more formal AI training – specifically in basic AI interaction (32 per cent), continuous learning (29 per cent), utilising simple AI agents (24 per cent), ethical AI use (24 per cent), and creating basic prompts (23 per cent).

EY stressed that this low confidence in AI proficiency is not only a training issue, but a cultural one. “Organisations must go beyond formal training and foster a culture of experimentation, peer learning, and AI fluency, ensuring no one is left behind in the AI transformation,” it said.

The firm said the human element must be prioritised to foster a culture that embraces change, continuous learning, and each individual’s contributions.

“That starts with investing in foundational skills, prompt creation, ethical use, and simple agent interaction. These basics unlock fluency and help ensure AI is used with purpose and clarity,” it said.

“To unlock this, leaders must empower people, not just platforms. That means building confidence across all levels through hands-on training, peer learning, and visible leadership support.”

It stressed that AI is a mindset, not just a tool, meaning that organisations must foster environments where safe, supported experimentation removes the fear of failure, small wins are celebrated, and the emphasis is on AI’s enhancement, not replacement of human contributions.

“This means creating environments where workers feel safe to try, fail, and grow. It means celebrating curiosity, encouraging cross-generational mentoring, and embedding AI into the rhythm of work, not as a bolt-on, but as a mindset,” the firm said.

Its findings highlight the importance of ethical deployment, clear communication, and inclusive engagement strategies.

“Organisations must prioritise inclusive, intuitive training that meets workers where they are. This means designing programs that are accessible across generations, roles, and skill levels, and that empower people to use AI meaningfully in their day-to-day work,” it said.

“Organisations can foster capability through targeted training tailored to different learning styles, peer mentorship programs that encourage cross-functional collaboration, and inclusive workshops that focus on practical, everyday applications of AI.”

“Confidence isn’t just about knowing how to use AI, it’s about believing you can. Workers need clarity on how AI fits into their role, trust in the tools they’re given, and the psychological safety to experiment and learn. That’s where leadership plays a pivotal role.”

This story was originally published on Cyber Daily's sister brand, HR Leader.