Artificial intelligence is becoming part of everyday working life, but widespread adoption is creating new challenges for employers. Findings from Morgan McKinley’s 2026 Global AI Report show that employees and jobseekers are already using AI extensively, while organisations are having to address skills gaps, governance, training and the changing nature of recruitment.
For employers, the next stage of AI adoption is therefore less about experimenting with new tools and more about making sure people have the skills, guidance and support to use them effectively.
The report finds that 62% of employees use AI tools daily at work, with 70% describing AI primarily as an efficiency tool.
The time saved is being redirected towards higher-value activities. Strategic planning accounts for 27% of this activity, while 24% relates to validating AI-generated output.
This has implications for training and professional development. As AI takes on more routine tasks, employees need to develop the skills required to interpret information, check outputs, make decisions and apply professional judgement.
AI adoption is also affecting the relationship between employers and potential employees. 78% of jobseekers use generative AI in their applications, including 59% who use it to help write CVs and 43% who use it to prepare for interviews.
For employers, increasingly polished applications can make it more difficult to assess genuine skills. 29% report difficulties verifying candidate skills during initial screening.
This places greater importance on skills-based recruitment and practical assessment. Employers may need to look beyond written applications and consider how candidates can demonstrate relevant knowledge, technical capabilities and transferable skills.
The report also highlights the importance of human involvement in AI-enabled recruitment. Only 5% of candidates trust AI to make hiring decisions independently, while 44% favour a model where AI is combined with human decision-making.
The same principle applies beyond recruitment. AI can process information and support routine activities, but employees still need communication, critical thinking, decision-making and problem-solving skills to use technology effectively.
For organisations investing in AI, training should therefore address both technical capability and the human skills required to work alongside new technology.
One of the clearest challenges identified by Morgan McKinley is the gap between AI adoption and employee training.
Although 52% of employers plan to increase their AI training budgets, 58% of employees currently receive inadequate training or no training. A further 30% are teaching themselves how to use AI in their own time.
This presents an opportunity for employers to move towards structured AI skills development rather than relying on employees to learn independently.
Training can cover practical use of AI tools, evaluating AI-generated information, data protection, cybersecurity and responsible AI use. Different teams may also require different forms of training depending on how AI is being incorporated into their roles.
Widespread use of AI also creates questions around how employees should use these tools. 48% of employees use personal AI accounts for work-related tasks, while 34% report having no AI policy or being unsure whether one exists.
For employers, clear guidance is essential. Employees need to understand which tools are approved, what information can be entered into AI systems and how sensitive company or customer information should be handled.
Training and governance need to work together. A policy may establish the rules, but employees also need the knowledge to apply those rules in everyday situations.
The findings from Morgan McKinley’s 2026 Global AI Report suggest that successful AI adoption depends on more than technology.
Employers need to consider how roles are changing, which skills are becoming more valuable and what training employees require to work effectively with AI. This includes technical AI literacy, but also capabilities such as critical thinking, communication, problem-solving and evaluating information.
For HR and L&D teams, this creates an opportunity to make AI skills development part of wider workforce planning. Training can help employees adapt to changing responsibilities while giving organisations greater confidence in how new technologies are being introduced.
AI is already influencing recruitment, productivity and the skills organisations need. The challenge now is ensuring that employees are equipped to use it responsibly and effectively.
Morgan McKinley’s findings highlight a clear need for employers to connect AI adoption with training, skills development and effective governance. Organisations that invest in employee capability alongside technology can create a stronger foundation for using AI across different roles and departments.
As AI becomes increasingly embedded in professional life, continuous learning will remain an important part of helping employees and organisations adapt.
