New Zealand Finds Itself At A Turning Point For AI: Will We Ride The Wave Or Get Taken Under?

The rise and integration of AI into our workflows presents a sometimes compelling, sometimes daunting prospect. If New Zealand is to respond in kind to these technological changes we must bridge the gap between leadership and employees, understand how we can support existing teams with AI agents, build in privacy and security, and advocate for ethical AI guidelines from an organisational and governmental standpoint.

If we are willing to do our due diligence and invest in these quickly advancing technologies, our teams and business stand to greatly benefit.

Employees retain a positive outlook on AI, but lingering apprehension remains

As AI continues to be a compelling focus, new research paints a picture of great potential and a positive perspective of employees, as well as lingering hesitation and lack of education that may hinder ongoing innovation.

Recent data from Workday's global research report, 'Elevating Human Potential: The AI Skills Revolution' highlights that 65% of New Zealand departments are already utilising AI, outpacing the global average of 59%. Furthermore, an overwhelming 98% report confidence in using AI for complex tasks, surpassing the global average of 91%.

Workday’s research also showcases the positive perspective of Kiwi workers, finding 100% of employees agree that AI allows them to focus on higher-level responsibilities, compared to 93% globally. This optimistic point of view is grounded in the view that AI can enhance human creativity. Overall, 96% of respondents believe AI will generate new forms of economic value, compared to 83% globally.

KPMG’s new study, ‘Trust, attitudes and use of artificial intelligence: A global study 2025’ reveals potential difficulties when it comes to the technology.

On AI literacy, the study finds only 24% of Kiwis have undertaken AI-related training or education compared to 39% globally. Only 36% believe they have the skills to use AI appropriately, which is significantly lower than the global figure of 60%. In addition to this, 81% of New Zealanders believe greater regulation on AI is required, with 89% wanting laws and action to combat AI-generated misinformation and only 23% believing current safeguards are adequate.

Interestingly, the study found the top perceived risk of AI (59%) is the potential loss of human interaction and connection due to AI. While this is an emotive response, this general perception of the technology can inhibit adoption in the workplace, with decision makers more focused on the possible adverse impacts instead of how the technology can be implemented intelligently for the benefit of teams.

Echoing the Workday research, the KPMG study also found 66% of New Zealanders expect AI to deliver on a range of benefits, and 54% have personally experienced or observed benefits from AI use. The top benefit cited by respondents (69%) is the improved efficiency from AI with reduced time spent on mundane or repetitive tasks. More than 43% of respondents already report increased efficiency, quality of work and innovation with AI, and 31% report increased revenue generating activity.

The power of taking a methodical approach, and closing the trust gap

Intelligent AI integration that both allays fears and builds innovation must bridge the gap between leadership and the workforce, predominately by putting people and ethical use as a centrepoint.

Workday’s Chief Technology Officer, Jim Stratton, put it best when he wrote: “The scale of addressing this challenge [of implementing AI] may seem daunting, but our experience has taught us that we can take measured steps. Effective organisational frameworks for responsible AI should consider four fundamental pillars: principles, practices, people, and policy. Companies need to also ensure transparent communication about their approach to each of those areas.”

To close the trust gap, a methodical approach that is built on shared perspectives is crucial. As Workday’s researchers found, both leaders and employees believe in and hope for a transformation scenario, they agree AI implementation should prioritise human control, and that regulation and frameworks are important for trustworthy AI. The differences between leaders and employees arise in how each group thinks AI development should be approached, and fears that people and data privacy won’t be prioritised.

Leaders should be transparent and open with employees about their ethical AI approach, be it the way it’s built, the way it’s used, or the way the business advocates for regulation. When it comes to closing the trust gap for customers, businesses should advocate for and utilise a risk-based responsible AI governance approach, leveraging best practices including those described in the NIST AI Risk Management Framework, to ensure that responsible AI innovation is promoted while preserving the benefits promised by innovation.

Emphasising the vision of the human skills revolution and embracing this transformative opportunity

AI is elevating workforce potential by streamlining processes, automating complex and repetitive tasks, and improving efficiency. This boost in productivity frees teams from high-volume, time-consuming work, allowing individuals to focus on uniquely human skills such as connection and relationship building, emotional intelligence and empathy, and conflict resolution. Leaders can close the trust gap by emphasising this purpose and function of AI - that it can and will amplify existing teams, not replace them. Leaders have the chance to emphasise that AI is a catalyst for a revolution where human skills become even more important.

As time goes on, effective AI agent management and governance must also be carefully considered. Forward-thinking technology companies are now offering supportive solutions, such as centralised platforms that provide comprehensive oversight of an entire AI Agent fleet. For instance, Workday has leveraged its extensive experience in helping more than 10,500 companies globally manage their people, to provide a unified platform that manages the entire workforce of both people and AI agents.

In this new world of work not only are leaders called upon to drive the AI conversation, but to understand this transformative opportunity. That is, to strategically manage a workforce that intelligently blends human capabilities with the power of AI agents. With the right approach, this future of work can unlock greater levels of productivity, foster creativity, empower leadership, and ultimately enable us to achieve more.

-Jonathan Brabant, New Zealand Director, Workday

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