Should promotion depend on how workers use AI?

Using employees’ AI abilities as a measure of whether they should get a bonus, promoted – or even sacked – is fast becoming more common.

Accenture CEO Julie Sweet told the Rapid Response podcast in March: “Today, AI at Accenture is how we do work. So if you want to get promoted, you’ve got to do the things that we do in order to operate at Accenture.”

And big names like Disney, Meta, JP Morgan and KPMG have introduced “AI leaderboards” to track and rank employees’ usage of the array of LLMs and platforms at their disposal, according to media reports, external. Crypto trading platform Coinbase has already fired engineers who didn’t complete AI training, as requested by the chief executive, Brian Armstrong, external.

It demonstrates how eager business leaders are to see a return from their AI investments, especially when 94% of companies have yet to see significant value from AI, according to a report, external by consultants McKinsey.

Employees feel they have to get on board, thanks to the current state of the jobs market – in the UK, vacancies have hit a five-year low.

Meanwhile, 75% of the 1,881 UK jobseekers polled in July by recruiter Gi Group say they would not be put off applying to an organisation that had introduced AI proficiency into individual performance reviews. Around 22% said it would be off-putting.

“It’s like being in the sea and you see a giant wave coming. You can get out a surfboard and try and ride it as long as possible, or you can just let it take you under. But you can’t stop the wave,” says Trevithick.

But what’s going on at the large consultancy Pamela (her name has been changed to protect her identity) works for isn’t sitting right with her.

She’s a US-based senior executive who has observed that, while there isn’t a formal mandate for employees to use AI, it’s obviously determining who is rewarded, and who is left behind.

“The ground is shifting under us. You’ve got to demonstrate [AI] fluency and fluidity as one of your key achievements. It’s kind of quiet where nobody’s saying, ‘learn AI or else’. But let me tell you, in performance reviews, they reward who uses it well,” says Pamela.

That shift, she adds, means that AI capabilities are now counting for more than actual experience, which is creating a “two tier workforce”.

“You’ve got the same job title, same tenure, but different value based on whether someone treats AI as a threat or a tool – that gap widens really quickly once leadership notices it,” says Pamela.

“AI fluency beats credentials every day. Somebody that has 15, 20 years of experience and no AI fluency will be passed over for those that have, say, three years, but are fast with the tools.”

She adds: “If you’re not visibly using AI, you see slower promotion timelines. It’s harder to be seen, and it’s harder to fight being on that shortlist.”