跨越世代AI鸿沟：释放所有世代的生产力

Dr Daniel Jolles and Dr Grace LordanThe Inclusion Initiative, London School of Economics INTRODUCTION As artificial intelligence (AI) transforms the workplace, leaders arebeing challenged to increase productivity across a multigenerationalworkforce with varying technological needs, behaviors, experiencesand attitudes. However, fully capitalizing on AI’s potential hingeson developing new work habits, skills and behaviors across all agegroups of employees, ensuring that each generation can effectively become a priority to ensure organizations are able to adapt theirworkforce quickly to deliver on AI’s productivity potential. TheGENERATIONS HUBatThe Inclusion Initiative (TII) at theLondon School of Economics (LSE)was launched in January2024. Since then, our reports,GENERATIONS: Unlocking theproductivity potential of a multigenerational workforceandWhenGENERATIONS meet: The productivity potential of multigenerationalmeetings, have highlighted the opportunity for intergenerationaldiversity and inclusion to unlock the productivity potential of each This report,Bridging the Generational AI Gap: Unlocking Productivityfor All Generations, marks the second annual report sponsored byProtiviti in this multiyear research effort byThe Inclusion Initiative(TII). Since its launch, this initiative has helped leaders unlock theproductivity potential of multigenerational teams. This report EXECUTIVE SUMMARY As organizations seek to harness the productivity of AI acrosstheir workforces, leaders face the dual challenge of understandinghow employees can best use AI tools to drive real productivitygains, while also ensuring the teams leading their AI initiatives This report shows that bridging AI generational divides throughtargeted, practical interventions such as tailored AI skills training,peer learning networks and well-designed incentives can be training to everyday collaboration, so that AI tools are embraced Our research reveals that while generational gaps in AI adoption,training and participation are evidenced, there is little gap inthe productivity benefits achieved by employees of differentgenerations once AI is adopted. Further, AI teams that are more DEMOGRAPHICS 2,794professionalemployees SECTION 1 AI USAGE DIFFERENCES ACROSS GENERATIONS The most common tasks for which AI is being used are consistentacross generations, with writing and content creation theleading use case (Figure 2). Communication and collaborationare other widespread applications, followed by data analysis and Examining the state of AI adoption by employees of each generationin their job roles, it is immediately clear that younger generationsare more likely to be using AI than their older counterparts (seeFigure 1).8Overall, 70% of employees report using AI in their job, but Employee use of AI tools Leaders are watching AI reshape how their people work in realtime. Already, AI has become embedded in the way employeesperform their daily roles. Yet, many leaders are uncertain aboutexactly how their people are using AI technologies and where they Employees working on AI initiatives For today’s leaders, understanding how employees use AI in their roles is astarting point. Many leaders are also focused on how rising investment in AIinitiatives is reshaping how employees spend their time and what they work on. More than one-third of employees (38%) report being involved in the building,creation, sales, training or promotion of AI technologies as part of their jobrole.9However, the level of time spent working on AI technologies varies What does it mean to be working on AI initiatives?Is an employee involvedin building, selling, training or promoting AI technologies as part of theirjob role? We asked employees several questions about their work onAI-specific initiatives, including the type of involvement they had and The results indicate that younger generations of workers are more likely thanolder generations to be involved with AI initiatives (Figure 3). Specifically,nearly half of Gen Z employees (47%) report working on the development ofAI technologies, compared to less than one-third of Gen X and Baby Boomers Note: The overall proportion of time spent working on AI among all respondents is 34% On average, full-time employees using AI in their job role report saving7.5 hours per week (20% of their working time, Figure 7).Based on theseemployee reports, it is reasonable to conclude that, on average, AI increasesthe productivity of its users by one workday per week. While Gen Z The time savings achieved from the use of AI translate to around $18Kper employee per year (see Figure 7). This is highest among Baby Boomersusing AI who, given their higher average salaries, are estimated to be saving Note: The overall proportion of working hours saved (time saved) is 20% among all respondents, and the overall expected When it comes to AI productivity, generation matters less than The productivity benefits of AI depend on a number of