Artificial intelligence is changing how work is carried out, but introducing new technology is only one part of the challenge.
Organisations also need managers who can lead people through that change.
The CIPD's Good Work Index 2026 found that one in four UK employees now use AI at work, rising to almost half of employees in professional occupations.
However, greater use of AI also raises questions around skills, job design, employee confidence and how managers support teams as roles evolve.
For HR, L&D and People teams, preparing managers for an AI-enabled workplace could therefore become just as important as developing technical AI skills.
Managers Are at the Centre of Workplace Change
Managers often sit between organisational strategy and employees experiencing change in their day-to-day roles.
When new AI tools are introduced, employees may have questions about how they should be used, how their role could change and what the technology means for their future.
Managers need to be equipped to have those conversations.
This requires more than understanding the technology itself.
Skills such as communication, coaching, change management and emotional intelligence can all help managers support teams through periods of uncertainty.
AI Skills Are Not Just Technical Skills
AI training can easily focus on how to use particular platforms or tools.
But successful adoption may require a broader range of capabilities.
L&D teams could consider whether managers also need development around:
- Leading teams through technological change
- Making appropriate decisions about AI use
- Identifying where human judgement is still required
- Supporting employees to develop new skills
- Communicating changes clearly
- Managing workloads as processes evolve
- Creating opportunities for employees to experiment and learn
This can help organisations move beyond simply providing access to AI tools towards building the capabilities needed to use them effectively.
Employees May Need Different Levels of Support
Not every employee will respond to AI in the same way.
Some may be enthusiastic about using new technology, while others may be concerned about how it could affect their role.
The CIPD's 2026 research found that employees were more likely to believe AI would improve their performance than harm it, but concerns remain around job quality and the way technology is implemented.
Managers therefore need to understand the people impact of AI adoption rather than assuming every employee will experience the transition in the same way.
Providing opportunities to ask questions, learn new skills and understand why changes are being introduced can help employees adapt.
L&D Can Help Managers Prepare
Managers cannot be expected to lead change effectively without the right support.
L&D teams can play an important role by identifying capability gaps before new technology is introduced across an organisation.
This might involve formal management development, practical AI training, peer learning or opportunities for managers to share challenges and examples of effective practice.
HR, IT and L&D may also need to work together to ensure managers understand organisational policies around responsible AI use.
Leadership Skills Still Matter
As technology becomes more capable, human management skills may become more important rather than less.
Employees still need feedback, development, clear expectations and support.
AI may help managers analyse information, automate administration or improve productivity, but it cannot replace every aspect of the relationship between a manager and their team.
Organisations therefore need to consider how technology can support managers without losing the human elements of leadership.
Looking Ahead
AI adoption is likely to continue changing roles, processes and skills requirements.
For organisations, investing in technology without investing in the people responsible for implementing it could limit its impact.
HR, L&D and People teams have an opportunity to ensure managers are prepared not only to use AI, but to lead people confidently through the changes it creates.
The organisations that manage this transition successfully may be those that treat AI transformation as a people challenge as well as a technology project.
References
• CIPD (2026), Good Work Index 2026. Published 2026.
• Department for Science, Innovation and Technology (2026), AI Labour Market Survey 2025. Published 2026.