Nearly half of Canadian workers are using generative artificial intelligence at work, finds KPMG in Canada’s latest Generative AI Adoption Index survey.
That figure is up markedly from less than a quarter of Canadian workings tapping into AI in 2023, according to KPMG.
“As we move beyond the excitement surrounding generative AI, it is becoming increasingly clear that this technology is not just a passing trend,” reads a statement from KPMG.
As AI tech marches toward mass adoption, risks within the corporate environment remain relevant. For example, KPMG found that many employees have input proprietary company data or private financial data into AI models.
It’s a concern that employers should not underestimate, suggests Lewis Curley, who servers as Partner of People and Change for KPMG in Canada.
“It’s great to see such a surge in employee adoption because we know generative AI boosts productivity, but employers really need to get ahead of this to ensure their employees don’t unintentionally release private or confidential data,” says Curley.
“If organizations don’t implement guardrails and provide training around generative AI use, employees could inadvertently enter sensitive company data into generative AI tools, causing risks for their employers,” he added.
A majority of companies encourage workers to leverage AI for productivity, but far fewer have implemented strategies around adopting the tech safely and wisely. Only about one-third of companies openly using AI actually have a comprehensive policy around it.
Creating—and communicating—a strategy around AI should be a priority, Curley believes.
“Not only is it crucial for organizations to have policies in place but they must also clearly communicate those expectations to their people,” he said.
Currently, the top uses for Gen AI in the workplace are cultivating ideas, conducting research, and correspondence with colleagues, according to KPMG. These are practical applications of the technology, says KPMG’s Megan Jones, but fail to brush up against the “true potential” of AI.
“We’re seeing the trend of using generative AI for basic tasks flowing over from personal use into the workplace,” says Jones, a director in KPMG in Canada’s People and Change practice, “but this is low-hanging fruit compared to the true potential it has to drive business value.”
“If they don’t want to be left behind, leaders need to not only see AI as a tool for efficiency but also one that is high value-add by embedding it into the core functions of the business to enhance decision-making, streamline workflows, and create new opportunities for growth,” posits Jones.
Moreover, organizations which pursue the adoption of AI skills could gain a competitive edge versus rivals who fail to properly strategize utilization of the tech, the director says.
“As part of implementing new technologies, business leaders have a responsibility to examine what type of work is going to exist at the organization in the future and start reskilling their people for it now,” says Jones. “Taking a proactive approach not only puts organizations in the position to have more highly skilled people, but it also helps to ensure the work force is using generative AI tools properly and effectively.”
AI can “drive specific business outcomes,” agrees Curley, and “is a great way for organizations to free up human capital.” However, leaders should be cautious about completely replacing menial tasks with high value efforts, he says.
“Sometimes work that’s deemed low value, like data entry, provides a mental break for employees and can help avoid burnout,” suggests Curley. “If organizations are not intentional about how they expect employees to use generative AI within their roles they will not unlock its full productivity benefits.”
