News Spotlight

White-collar workers gravitate toward trades. White-collar employees would consider leaving their current roles to join skilled trades roles, citing greater job stability and better pay as key motivators.
- Newsweek​

Workplace political fights force HR mediation. The article argues that as political tension increasingly spills into workplaces — through social media posts, internal conversations, and public commentary — HR leaders are under growing pressure to define boundaries, uphold fairness, and intervene when necessary to maintain culture and reduce conflict.
- Business Insider​

Job seekers are inserting AI prompts into resumes. According to the article, many applicants are embedding hidden chatbot commands into their resumes to try to manipulate AI-based screening tools in their favor.
- New York Times

Stat of the Week

A new study finds that employees are losing an estimated half of their day on tedious, low-value tasks like copying and pasting, managing emails, and data entry.

HR leaders should view this data as a clear call to action to redesign work so employees spend less time on repetitive, low-value tasks and more time on meaningful, strategic contributions. By investing in automation, AI-driven tools, and smarter workflow processes, HR can help reduce digital busywork while boosting productivity, engagement, and retention. At the same time, they should partner with business leaders to reskill employees so they can adapt to higher-value work, ensuring that technology enhances—not diminishes—the human experience at work.

Deep Dive Article

AI on the Frontlines: Balancing Burnout, Fear, and Opportunity

The global workforce is in the middle of a technological shift that is reshaping jobs, industries, and even the way people feel about their work. At the heart of this transformation are frontline workers — the individuals who build, serve, teach, heal, and deliver in roles that require them to be physically present. These workers, who make up nearly 80% of the global workforce, are often the most exposed to new technologies, especially artificial intelligence (AI). As organizations integrate AI into everyday processes, questions about burnout, job security, and trust in leadership loom large.

According to a new global survey by UKG and Workplace Intelligence, conducted with 8,200 frontline employees across 10 countries, the impact of AI on these workers is far from straightforward. On one hand, those who use AI in their roles report significantly lower burnout rates than those who don’t. On the other hand, many remain deeply anxious about being replaced by the very technology designed to support them. These findings highlight the tension between AI’s promise as a tool for empowerment and its potential to create fear and distrust if implemented without care.

This dilemma underscores a broader leadership challenge: how can companies harness the productivity and efficiency of AI while ensuring that workers feel secure, supported, and valued? The study suggests the answer lies in adopting a people-first approach — one that uses AI to remove drudgery and unlock human potential, not to diminish it.

Burnout and the AI Divide

Frontline roles are demanding, but they don’t have to be defined by burnout. What the research shows is that organizations can meaningfully reduce stress by giving people the tools, flexibility, and support they need to succeed. For example, employees who use AI as part of their work report significantly lower levels of burnout (41%) compared with those who don’t (54%). When repetitive, time-consuming tasks are automated, frontline workers can better balance their schedules, focus on higher-value contributions, and align their availability with both personal and business needs. This underscores a key point: burnout is not inevitable — it can be alleviated when companies provide more flexibility and smarter solutions to support their people.

This suggests that AI, when deployed effectively, can act as a buffer against some of the stressors that make frontline jobs so draining. By taking over repetitive, time-consuming tasks—as well as uncovering often unseen work data to turn into useful insights— AI allows employees to focus on higher-value work, problem-solving, and customer interactions. However, the benefits are not universal. Most workers still lack access to AI tools, and for those who do, the relief is tempered by persistent fears about job security.

The Fear Factor: Trust, Anxiety, and Job Security

Even as AI shows potential to improve working conditions, many frontline employees remain anxious about its long-term implications. The study reveals that two in three frontline workers worry AI could replace their jobs, and one in five believe their roles could disappear entirely within the next five years. Strikingly, many workers see colleagues skilled in AI as an even bigger threat, with 65% fearing their peers could displace them.

These anxieties are not unfounded. One in four workers say part of their job has already been replaced by AI, and nearly half report going to extraordinary lengths to “prove their worth” — taking on extra projects, working while sick, or learning new skills in a bid to stay indispensable. At the same time, one-third say they would quit if forced to use AI in ways they felt were illogical or ineffective.

The takeaway is clear: the frontline workforce views AI as a double-edged sword. While it can alleviate burnout, poorly managed adoption risks erode trust and loyalty. Leadership transparency about how and why AI is being introduced is critical to building confidence rather than fear.

Adoption Across Countries and Industries

The UKG survey also sheds light on where AI adoption is most prevalent. Globally, use is highest in India, where 84% of frontline workers report using AI at work, followed by Mexico (52%) and Australia (39%). In contrast, just 28% of U.S. frontline workers and 27% in Canada say they are using AI in their roles.

Industry trends also tell a story of uneven adoption. Professional services lead the way at 38%, followed by retail, hospitality, and food service (33%), public sector roles (33%), distribution and logistics (32%), and healthcare (27%). These variations highlight how access to AI is shaped not only by geography but also by industry priorities, resources, and cultural attitudes toward technology.

For organizations, this uneven landscape presents both opportunities and risks. Companies in sectors where adoption is lagging may find themselves at a competitive disadvantage, while those pushing too aggressively risk alienating their workforce if adoption outpaces employee readiness.

Optimism Amid Uncertainty

Despite the anxiety, the research also shows a surprising degree of optimism. Nearly half of frontline employees (43%) report feeling positive about AI, and many are comfortable using it for routine HR and workplace tasks. A large majority trust AI to help with practical processes like searching handbooks, recommending schedules, and managing benefits. Some even trust AI with more sensitive responsibilities such as developing career paths, verifying paychecks, completing performance reviews, or managing shift swaps.

This suggests that frontline employees can be open to AI when it addresses tangible pain points and enhances their daily experience. The challenge for leaders is to build on this foundation of trust by focusing deployments on tasks that clearly improve the employee experience rather than replacing core human roles.

From Menial to Meaningful Work

As Corey Spencer, Vice President of AI at UKG, explains, “If done the right way, AI can empower people to be more human and do what they were meant to do.” The goal should be to shift frontline workers “from menial tasks to meaningful” contributions — the kinds of responsibilities that require empathy, creativity, and judgment.

For this to happen, organizations must not only provide AI tools but also explain the purpose behind them. Workers need training to feel confident using the technology and reassurance that it is designed to support, not supplant, their roles. Leaders must also align AI initiatives with broader workforce strategies, ensuring they complement rather than compete with human talent.

The survey makes it clear that AI adoption will succeed only if organizations strike a balance: addressing burnout and inefficiencies while tackling fears about job security head-on. Those who fail to communicate effectively or deploy AI responsibly risk creating more distrust than value.

Charting a People-First Future

The debate over AI on the frontlines is not just about technology — it’s about trust, leadership, and the future of work. The research highlights a fundamental paradox: AI can reduce burnout and enhance the employee experience, yet mishandled adoption could accelerate turnover, resentment, and disengagement. For employers, the message is simple but urgent. AI must be implemented with a people-first approach, grounded in transparency, education, and respect for the human side of work.

Frontline workers make up most of the global workforce, and their success will determine whether organizations thrive in the years ahead. Companies that embrace AI thoughtfully — using it to empower rather than replace — will not only gain a competitive edge but also cultivate a more resilient, engaged, and hopeful workforce.

Thanks for reading — be sure to join the conversation on LinkedIn and let me know your thoughts on this topic!

Quote of the Week

“Life does not have to be perfect to be wonderful.”
​Annette Funicello