Facing AI at work: the crucial importance of reassuring and training employees

In 2026, artificial intelligence (AI) firmly establishes itself as a driving force behind the transformation of professional environments. Faced with this rapid evolution, employees experience a mix of excitement and concern. A recent study conducted by Factorial reveals that nearly two-thirds of workers fear that AI might one day replace their job, a palpable anxiety that calls for a clear and proactive response from companies. In this context, it becomes crucial to reassure teams while providing them with the means to train effectively. This dual approach — reassuring and training — appears not only as a human imperative but also as a key strategic lever to prepare organizations for a future where AI will be omnipresent.

Today, companies have both the opportunity and the responsibility to turn the change driven by AI into a genuine lever for engagement and skills development. This article aims to analyze the challenges related to the integration of artificial intelligence in the workplace, emphasizing the importance of appropriate support. It notably relies on recent data, expert testimonies, and concrete examples to understand how, in 2026, success lies in a clear stance with employees: reassuring without downplaying challenges, and training so that everyone becomes an actor in this transformation.

How AI Redefines Work Dynamics: Understanding Change to Better Manage It

Artificial intelligence no longer merely automates simple tasks; it profoundly modifies processes, roles, and even the nature of jobs. As AI is integrated into services, production, or management, it changes the way employees interact with their professional environment. Change becomes a constant imposed, often seen as a threat before being viewed as an opportunity.

For example, in an industrial company that introduces AI tools to optimize the production line, operators no longer only have to monitor machine operation but must also manage and interpret data provided by these embedded systems. This requires a new form of skills: technical, of course, but also analytical and critical.

On the organizational level, AI also fosters an evolution towards a smooth human-machine collaboration. Rather than viewing AI as a competitor, the goal is to develop a synergy where artificial intelligence handles repetitive and analytical tasks, while employees focus on creativity, decision-making, and the human factor.

But this transition is neither simple nor uniform. The degree of AI adoption also depends on the company’s digital maturity, organizational culture, and the teams’ level of readiness. That is why enlightened change management becomes indispensable, notably through communication and training.

Anxiety Regarding AI at Work: Identifying and Addressing Employees’ Fears

The Factorial study published at the end of 2025 highlights an unavoidable reality: 66% of employees fear that the arrival of artificial intelligence threatens their job. This fear is not unfounded, as certain jobs are indeed transformed or automated. However, it often reflects a lack of understanding of what AI can truly offer and the new skills to acquire.

Reassuring does not mean promising that everything will remain the same, but rather establishing a transparent dialogue about possible impacts and the measures taken to support everyone. The best way to reduce anxiety is to provide a clear framework that explains, for example, that AI is an optimization tool and not a complete human substitute.

The role of managers is central in this dynamic. On the front line, they themselves must be trained to identify signs of distress, whether it is disengagement, a drop in motivation, or resistance to change. Caring communication and active listening help strengthen trust.

Moreover, resorting to participatory workshops or discussion groups where employees can express themselves, ask questions, and share their feelings fosters collective appropriation of change. These spaces are valuable moments to deconstruct misconceptions, such as the idea that AI “steals” jobs without recourse.

Setting up psychological support systems can also be considered, especially in sectors where upheaval is most significant or rapid. These measures enhance not only workplace well-being but also talent retention during uncertain times.

Signs of AI-Related Anxiety to Spot Among Teams

• Increase in unexplained absences or lateness
• Significant drop in performance and concentration
• Avoidance of AI-related trainings or meetings
• Verbal expressions showing doubt, fear, or rejection
• Isolation or social withdrawal within the team

Training Employees in Artificial Intelligence: A Strategic Key to the Future of Companies

In a context where nearly 78% of professionals already use AI tools daily, according to Factorial, it is essential to integrate a dedicated skills development component around this technology into HR strategy. Training is no longer an option; it becomes imperative to facilitate adaptation and develop a genuine competitive advantage.

AI training must be designed along two complementary axes: technical and human. The technical side aims to familiarize employees with the tools, basic AI principles, data management, and current system limitations. This technical component, sought by 32.3% of employees according to the study, is essential to reduce apprehension linked to the perceived complexity of the technology.

But it is also necessary to train in human skills. Indeed, 22.8% of employees prioritize strengthening soft skills such as leadership, communication, and team management. These skills are all the more crucial in an environment where AI can delegate certain tasks, leaving humans with more responsibilities in decision-making and innovation.

Well-designed training programs thus include:

• Flexible e-learning modules for greater accessibility
• Practical workshops focused on real case resolution
• Individualized support with a dedicated mentor or coach
• Regular assessments to measure progress and adjust content

Concrete Example: A Training Program for a Technological SME

A SME specializing in the development of digital solutions has implemented a mixed skills-building path (technical and human) for its teams. In less than a year, 85% of employees have followed at least one AI training. The result was a measurable increase in productivity but also in professional well-being, highlighting the importance of the dual focus.

The Irreplaceable Role of Managers in Supporting AI-Induced Change

At the heart of the transformation, managers are key players in successfully implementing artificial intelligence at work. They act as intermediaries between management, which deploys the technology, and employees, who must appropriate this new framework.

Their primary mission is to support change by adopting a posture of listening and support. Specific training for managers in AI management and change psychology proves essential so they can detect resistance and anxiety, but also value positive initiatives.

Then, managers must be effective mediators by clearly explaining the stakes, the expected benefits both for the organization and for employees themselves. They bear the responsibility of setting an example by using AI themselves in their daily functions, which facilitates team acceptance.

In short, proactive, trained, and empathetic management is a determining factor for AI to be seen not as a threat but as a collective opportunity.

Concrete Actions for Managers to Reassure and Train

• Organize regular Q&A sessions about AI
• Share concrete examples of AI-related successes within the company
• Encourage participation in internal and external trainings
• Support employees in their upskilling projects
• Be transparent about the implications of organizational changes

Risks Incurred Without Structured Support in the Face of AI

At a time when 78% of employees use artificial intelligence tools daily, paradoxically, less than a third benefit from in-depth learning. This situation creates several major risks for companies that do not implement adequate support.

First, the absence of structured training can lead to superficial use of AI’s real capabilities, limiting its added value. The technology then risks being confined to basic tasks, preventing the company from fully exploiting its innovative potential.

Second, lack of support in adaptation generates gradual disengagement among employees, here accentuated by fear of change or a sense of loss of control. Prolonged stress situations can lead to significant turnover, a source of high costs and loss of know-how.

Finally, without a clear redefinition of roles and missions, companies risk missing a major opportunity: repositioning talents towards high value-added activities. Delegating repetitive tasks to AI frees up time for more creative or strategic functions, but readiness for this transformation is essential.

Table of Consequences of Lack of Support Regarding AI

Problem	Consequence	Impact on the Company
Lack of in-depth training	Limited use of AI, basic tasks only	Loss of efficiency and innovation
Unaddressed anxiety	Disengagement and demotivation	High turnover, decreased productivity
Lack of communication	Rumors and mistrust towards AI	Deteriorated social climate
No redefinition of positions	Misallocation of talents	Missed strategic opportunities

Successfully Integrating Inclusive AI: Involving Employees in the Transformation

For the arrival of artificial intelligence to be a source of innovation and engagement, it is essential to adopt an inclusive approach. This approach places employees at the center of the process, enabling them to become actors in their own adaptation.

This involvement relies on several complementary levers:

• Co-construction of AI projects: involve teams from the design phase to meet their real needs.
• Awareness workshops to demystify artificial intelligence and show concrete benefits.
• Regular exchange spaces to share feedback and best practices.
• Valuation of initiatives: encourage innovative ideas and their implementation.

Thanks to this method, employees feel listened to and involved, which naturally reduces resistance and facilitates harmonious adoption of these tools.

Transforming Job Descriptions: Unlocking Human Potential Through AI

One of the key aspects of successful change is rethinking the very nature of jobs in light of AI. According to the Factorial study, 30% of employees are ready to delegate repetitive tasks to artificial intelligence, an opportunity to enrich their professional daily life.

This strategic repositioning involves:

• Identifying automatable tasks
• Redefining responsibilities to include a larger share of creativity, collaboration, and decision-making
• Promoting evolving career paths through progressive skill development

Changing job descriptions must be based on a fine skills assessment and ongoing dialogue with employees. This process encourages a positive image of evolution where AI appears as a partner facilitating work rather than as a risk of job elimination.