A recent survey by The Predictive Index indicates that people managers are increasingly using public AI tools to prepare for difficult employee conversations.
Survey shows supervisors rely on AI for tough talks
Out of 399 respondents who oversee staff, 72% said public AI tools are helpful for planning such discussions. The same study found that 44% have entered employee names and performance data into these platforms, despite the tools being publicly accessible.
The research also revealed that only 45% of companies have a written policy governing AI use in performance management. This gap exists even though leaders express concern about sharing personal work information on open systems.
Lack of formal policies raises concerns
One in five senior executives prefers to handle hard conversations without any framework, coaching guide, or HR input. The contrast between trust in supervisors and confidence in their preparation was highlighted by Anthony Belluccia, an industrial‑organizational psychologist at PI.
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“What our research shows is that trusting a supervisor and knowing they’re set up for a specific hard conversation are two different things,” Belluccia said. “Supervisors are more aware of where they need support than their leaders are, and addressing those needs starts with understanding what’s driving them.”
In practice, many leaders find themselves stuck when delivering constructive criticism, predicting how an employee will react, or staying objective throughout the exchange. These pain points are consistent with earlier findings that only one in five organizations reported their supervisors effectively provide feedback.
Organizations are responding by directing staff to use AI for gathering information and drafting initial reports. However, experts warn that reliance on such technology may amplify existing biases and expose companies to legal risk, especially when personal performance details are processed on public platforms.
For workers, the shift means they might receive feedback that was first shaped by an algorithm rather than a human judgment. That could affect how they perceive fairness and transparency in the evaluation process. It feels a bit like handing a script to a stand‑up comedian.
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Legal scholars note that using public AI could conflict with data‑privacy regulations, and HR departments may need to revise consent procedures. The Equal Employment Opportunity Commission has issued guidance on automated decision‑making, showing the need for careful oversight.
Experts caution about bias and liability
Industry analysts stress that while AI can streamline report drafting, it should not replace human judgment. They recommend that companies establish clear guidelines, limit the type of data entered, and conduct regular audits of AI‑generated content.
As the use of public AI tools grows, the balance between efficiency and employee privacy will likely shape future workplace policies. The Predictive Index plans to follow up with another study later this year to track how these practices evolve.
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