Creating a Culture of Innovation While complexity is inherent in strong AI development, the latest research shows that employees are eager for change and clear guidance. One of the first things to consider when rolling out generative AI tools at any level of government is creating a culture of innovation. To do this, it is important to address and remove any fear or stigma associated with technology like Gen AI. Nearly half *(47%) of people interviewed in the Work Trend Index said they were reluctant to admit to using AI for some of their most important work tasks for fear they may be perceived as replaceable. At best, this stifles innovation. At worst, it means employees are using their own AI tools in secret, putting security at risk. To solve this challenge, it is important that leaders focus on building their own AI skills and provide similar training opportunities for staff. Being clear about the benefits with staff as well as their role in the process is critical to ensuring people feel safe to experiment and bring new ideas to the table. In Canadian companies that have access to training, especially on prompt writing and how to use AI for their specific role or function, so-called “AI power users” quickly emerge. These power users are 124% more likely to experiment with different ways of using AI. This is because they understand how and feel supported to do so, without any stigma or fear. The result is that they are spending more time at work making a higher impact, driving innovation and ultimately, creating better services for residents. Championing AI from the Leadership Level An excellent way to ensure AI usage is used responsibly is to ensure that leaders within the public sector are regularly talking to employees about the benefit, possibilities and importance of Gen AI. Those that are seeing the most benefit from AI are 65% more likely to have heard their senior leaders talk about it. This also helps remove any stigma by promoting AI literacy, a skill that is increasingly sought after by hiring managers. 63% of Canadian leaders are more likely to hire a less experienced candidate with AI skills than a more experienced one without them. And 50% said they wouldn’t hire someone without AI skills at all. This trend underscores the increasing importance of AI literacy in the modern workforce and signals a shift in how government and other sectors evaluate potential hires. Communicating a Clear Vision Finally – and perhaps most importantly - developing and communicating plans for responsible use and deployment is critical. This can be accomplished through robust security measures alongside training opportunities for staff developing or using AI so that they understand legal, ethical and operational issues, including privacy and security. Public sector organizations should create responsible AI strategies that include principles, practices, tools, and governance to manage AI effectively. This may involve: • Adopting new policies and guidelines • Ensuring representative and unbiased data • Establishing governance bodies to scrutinize sensitive use cases • Maintaining accountability for AI systems AI has the potential to transform the public sector. Once potential risks are well understood and carefully managed, the public sector can realize the promise of AI. Forward-looking leaders must ensure that their commitment to responsible AI is not an afterthought but is baked into their organization’s innovation pipeline. This allows the public sector to use AI in a way that improves citizen services and benefits society as a whole. WINTER 2025 // Canadian Government Executive / 17 Sponsored Content PERSPECTIVE
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