As part of its performance review, Microsoft reportedly took a bold step by instructing employees to evaluate their use of AI tools, including AI tools, and mandating the use of artificial intelligence across employees.
“AI is a fundamental part of how we work right now,” said Julia Liuson, president of Microsoft's developer division, in an internal memo. Business Insider. “As with collaboration, data-driven thinking and effective communication, using AI is no longer an option. It's the core of every role and every level.”
The news reports that other companies are reporting increased reliance on AI. In an interview with BloombergSalesforce CEO Marc Benioff recently revealed that AI has completed “30-50%” of company jobs. Other locations, media companies Thomson Reuters Those who fail to adopt AI tools are warned employees that they risk limited long-term career outlook.
It has now been revealed that most HRs are willing to use AI
How can AI impact workplace dynamics?
The role of HR in ensuring that AI is ethical
How legal pitfalls and AI obligations backfire
Elissa Toursfield, founder of HR software and consulting business HROE, said that while AI may seem like a logical step towards maintaining the workforce in the future, enforcing recruitment could create legal and operational issues. “The place this backfires is through the alienation of certain sectors of the workforce that are either silent in AI use or have not given up on its use,” she warned.
Thursfield added that linking performance reviews to AI proficiency without proper support could expose employers to legal claims.
“Microsoft needs to be confident that there are fair metrics to judge staff before making performance-related decisions.”
Martin Colyer, Director of Innovation and AI Strategy at HR Consultancy Lace Partners, reflects this concern. “It's always difficult to mandate recruitment because it can backfire the opposite effect and especially performance, morale, and even attrition,” he said.
Colyer highlighted the need to clearly define what “good” AI use looks like across different roles in order to avoid setting unrealistic or unrelated expectations.
Building confidence through training and leadership
To avoid implementation failures, Thursfield said the AI mandate must include meaningful investments in training and internal preparation. Without this foundation, efforts to enforce adoption could have been flat.
“Microsoft needs to go through the training program and make sure that employees are provided with support to make them more confident in issuing missions,” Thursfield explained.
Teresa Rose, founder of Consulther, added:
Therefore, creating a supportive environment starts from above, with strong, empathetic leadership setting the tone. “Recruitment here is encouraged by role modelling, particularly in leadership and championship groups,” Colyer said. “It's important to demonstrate benefits and encourage a culture of curiosity, safe experimentation and ability to ask questions.”
Important Metrics: Avoid shallow measurements
Even if you're well trained, AI's methods of measuring engagement can create and destroy its effectiveness. Some companies are turning to quantitative goals – for example, law firms Shoosmiths recently linked a £1 million bonus pool Target four prompts per employee for daily use of Microsoft's AI Copilot.
However, experts warn against using frequency as a value proxy. “Counting prompts, not quality and impact, does not create value,” Rose said.
He added that if AI tools are not available or unreliable, there are concerns about operational risks as many managers are still developing their own AI capabilities, which can make meaningful evaluations difficult.
Ethical and inclusive challenges in AI use
While many managers still developed their own skills, AI metrics can unintentionally overlook important inclusion and accessibility factors. “Bias, neurodiversity, or impairments are factors and can be digitally conscious. Not everyone is natively comfortable with new emerging technologies,” Colyer said.
As a result, 10eighty director and co-founder Liz Sebag-Montefiore highlighted the need for clear standards. “As an employer, if you want workers to use AI in the workplace, it's important to understand the risks and establish standards regarding sources, citations and privacy laws,” she added.
“Leadership needs to ensure that AI is used ethically and responsibly, and we need to see the impact on staff and their roles and avoid confusion while maximizing the opportunities offered.”
For more information, read the CIPD Thinking Leadership article on Responsible Use of AI at People Management
