While leaders are expected to guide organisations through AI adoption, many lack the experience or knowledge to do so confidently. Sarah Bills writes that that needs to change – and quickly.
Artificial Intelligence is advancing rapidly, bringing plenty of excitement about its potential to boost productivity, optimise decision-making, and unlock new revenue streams.
Despite the Government’s projected $76 billion boost to GDP by 2038, organisations and their people are still approaching AI with caution.
Kiwi employees are asking real questions: What does this mean for my role? Will I need new skills? Where do I fit in a future shaped by AI?
As business leaders, we can’t afford to underestimate the human side of AI transformation. It’s not just a technical shift. It’s a cultural one – and it demands alignment across the entire C-Suite. A recent Harvard Business Review article puts it plainly: Leaders are expected to guide organisations through AI adoption, yet many lack the experience or knowledge to do so confidently.
That needs to change – and quickly.
Let’s start with ourselves
Leadership in the age of AI begins with mindset; embracing curiosity and continuous learning is essential. It’s not just about understanding the technology, but also how AI is transforming learning, development, and even workplace culture.
You don’t need to be a data scientist to lead effectively in this space. But you do need the confidence to ask, “What does this mean for our people?”, and the clarity to answer it in a way that builds trust across the business.
Listen first, then lead
When technology evolves faster than communication, fear fills the vacuum – silence and vague roadmaps aren’t cutting it. As leaders, we need to create the space for honest, human conversations.
Check in with your teams. Host informal Q&As. Ask what people are excited or worried about – not just reactively, but early and often. You don’t need all the answers, but showing up, listening, and being transparent go a long way.
Better yet, involve teams in shaping the change. Invite them to co-create new workflows that include AI. The more we treat people as part of the solution, the more empowered – and less anxious – they’ll feel.
Sarah Bills.
Put skills at the centre
Skills aren’t just an HR problem – they’re a business imperative. If your workforce isn’t equipped to evolve with AI, your entire operating model is at risk. Get proactive – don’t wait till a role is at risk of being automated. Map out how roles are evolving, show where the opportunities lie, and offer clear, practical training pathways.
Our latest Employer Branding research found that over two-thirds of Kiwis value reskilling opportunities. People want to stay relevant, but they need the support and direction to do it. That means moving beyond generic training and building role-relevant, task-specific learning experiences.
In other words: don’t wait until disruption forces your hand. Invest now in a skills-first strategy that’s embedded into every transformation plan – from technology to operations.
How to go about it
Introducing AI into the workplace isn’t just a technology decision—it can be a significant transformation, and one that takes time to get right. Before any tools are implemented, organisations must first clarify what problem they’re solving and what outcomes they’re working toward. That starts with a discovery phase—sometimes with the help of external experts—to understand how AI might create value, what tools are available, and what kind of internal change is required to make it sustainable.
AI isn’t a one-size-fits-all solution. When leadership teams begin exploring what’s out there, they will also likely see the need for multi-layered learning—from foundational classroom style courses through to bespoke leadership workshops – designed to build strategic capability across business units.
However, real success will depend on more than frameworks and technology. It requires putting people at the heart of the change. This means recognising the concerns, aspirations, and lived experiences of employees—particularly as many are already experimenting with AI tools in informal ways.
For some employees, AI represents possibility. For others, it may raise questions about relevance, job security, or ethics. Navigating this landscape demands empathy and openness from leadership.
Organisations that succeed are those that engage early, communicate clearly, and co-design the path forward. This doesn’t just build capability—it builds trust. Leaders must foster environments where employees feel safe to experiment, raise concerns, and shape how AI is integrated into their roles.
If done right, the payoff could be significant. As mentioned above, the New Zealand Government estimates AI has the potential to boost national GDP by $76 billion by 2038. That’s not just macroeconomic impact—it’s a clear signal that investing in AI today has the potential to unlock sustainable growth for our shared future.
Building a future-fit workforce
At the end of the day, AI won’t replace people. But businesses that fail to prepare their teams will find themselves left behind. The winners in this next chapter will be those who lead with both intelligence and empathy.
When we keep people at the centre of AI adoption, we don’t just make it smart – we make it human.
Sarah Bills is country director for Randstad New Zealand. Previously GM of Randstad Digital, she leads the growth of Randstad NZ, working with the senior leadership team and recruitment professionals. She leverages her expertise in technology upskilling, AI, and talent attraction to create equitable job opportunities and support customers and Kiwi talent through the challenging economic landscape.
