A Guide to Managing Artificial Intelligence in the Workplace

By Scott Atwood, Esq.

Artificial intelligence has become part of the modern workplace with remarkable speed. Employees are using AI to draft emails, summarize meetings, prepare job descriptions and organize information. Employers are also encountering AI through recruiting software, applicant tracking systems, performance management platforms and other business applications that increasingly rely on automation.

For many organizations, AI arrived quietly rather than through a formal initiative. Employees simply began using new tools as they became available. The question is no longer whether AI is being used in the workplace. The better question is whether your organization has established clear expectations before problems arise.

Know How AI Is Being Used

Before developing an AI policy, employers should understand how AI is already being used throughout the organization.

Employees may be using AI to prepare presentations, draft correspondence, summarize reports or assist with administrative tasks. HR professionals may encounter AI through recruiting or applicant screening software. None of these uses is necessarily problematic, but management should understand what tools employees are using and whether those uses are consistent with the organization’s business objectives, security practices and legal obligations.

Establish Clear Expectations

There is no one-size-fits-all AI policy, but every organization should establish reasonable expectations for employees. Whether incorporated into an existing technology policy or addressed in a separate AI policy, employers should explain:

• Which AI tools are approved for business use?
• What information should never be entered into AI platforms?
• When is management approval required?
• When should AI-generated work be reviewed before it is relied upon or shared?

The goal is not to discourage innovation. It is to provide employees with practical guidance while reducing unnecessary risk.

Protect Information and Maintain Human Oversight

One of the greatest risks associated with AI involves confidential information. Employees should understand that confidential business information, personnel records, client information, financial data and other proprietary materials should not be entered into unauthorized AI platforms.

Employers should also remember that AI is a tool—not a decision-maker. Employment decisions involving hiring, promotions, discipline, compensation, performance evaluations and terminations should continue to involve thoughtful human review. Managers remain responsible for those decisions, even when technology assists in gathering or organizing information.

Governance Doesn’t End with a Policy

Developing a policy is only the beginning. Organizations should establish a process for evaluating new AI tools before they are introduced into the workplace and periodically review their policies as technology continues to evolve. Employees should also receive practical training so they understand the organization’s expectations and know where to go with questions.

A thoughtful approach to governance helps organizations adapt as AI capabilities and workplace practices continue to change.

Learn More at the Charlotte County SHRM Conference

I will discuss these issues during my presentation, “AI in the Workplace: Legal Risks, Governance and Practical Guidance for HR,” at the Charlotte County SHRM Conference on Friday, September 25, 2026. To learn more or register, click here.

Bottom Line

Artificial intelligence is becoming another everyday business tool. Organizations that establish reasonable expectations now will be better positioned to take advantage of its benefits while protecting confidential information, promoting accountability and preserving the human judgment that remains essential to sound employment decisions.

If your organization is reviewing the use of AI in employment or preparing workplace guidelines, I may be reached at scott.atwood@henlaw.com.