How workers can advocate for themselves in the rise of AI
We have been thinking a lot about the workplace power dynamics at play in the rise of AI. Some workers are thrilled to have a companion that makes them for efficient. Others fear their jobs will be replaced, or that they are being asked to use tools that don’t align with their values.
If we are to find an ethical balance as knowledge jobs are increasingly pressured to adopt AI (or be eliminated entirely), workers will increasingly need to demand transparency, organize for bargaining power and double down on uniquely human skills. The balance of technological benefits and fair compensation will be a critical conversation in many workplaces in the coming years.
So we decided to take a meta-approach, and asked Claude AI: “given the rise of AI in the workplace and the ways in which it is being used to replace knowledge labor, what do you think workers can do to advocate for themselves.”
We asked AI how workers can advocate for themselves in a time of rapid AI adoption, and we appreciate how it’s not really afraid to negotiate against itself (or its adopters, anyway).
Claude said:
The rise of AI in the workplace presents both challenges and opportunities for knowledge workers. Here are some approaches workers can use to advocate for themselves:
Focus on developing complementary skills that AI systems currently struggle with - creative problem-solving, emotional intelligence, ethical reasoning, and complex interpersonal communication remain distinctly human strengths.
Become AI-literate and learn to effectively collaborate with AI tools. Workers who can leverage AI to enhance their productivity rather than be replaced by it will be better positioned in the evolving job market.
Form or strengthen workplace collectives like unions or professional associations. Collective bargaining can help ensure that productivity gains from AI implementation are shared with workers, not just captured by employers.
Advocate for transparency around AI implementation in your workplace. Request clear information about how AI systems will be deployed, what data they'll use, and how decision-making authority will be distributed between humans and automated systems.
Push for reskilling and upskilling programs. Organizations introducing AI should invest in helping their workforce adapt through training programs and career development opportunities.
Participate in policy discussions at organizational and governmental levels. Workers should have input on regulations around AI deployment, data privacy, and algorithmic transparency.
Document your unique contributions. Keep track of ways your human judgment, creativity, and relationship-building skills create value that automated systems cannot replicate.
What we would add to this list is that when workers significantly increase their productivity through AI tools, there's a strong case for demanding compensation that reflects this added value.
If you're producing twice as much value for your employer, it's reasonable to expect your compensation to increase accordingly. This follows a basic principle of fairness in the employer-employee relationship.
Historically, productivity gains haven't always been shared equitably with workers. During the computing revolution, overall productivity rose dramatically while wages remained relatively stagnant in many sectors. This pattern is rapidly repeating itself with AI and will continue unless workers actively negotiate, especially when there is an expectation of AI adoption.
Some approaches workers might consider:
Negotiate based on output metrics rather than hours worked. If AI helps you complete projects in half the time, compensation structures should reward the value created, not just time spent.
Collectively bargain around AI productivity gains. United employees are better positioned to ensure benefits are shared.
Request profit-sharing or equity arrangements that tie your compensation directly to the increased value you're creating with AI assistance.
Document and quantify your increased output to strengthen your negotiating position.
Consider whether your role has evolved to include new skills (like effective AI prompt engineering or output verification) that warrant higher compensation.
There is a profound workplace power dynamic challenge underscored by AI. The fundamental question is whether AI-enhanced productivity will primarily benefit employers, or be shared with the workers who are skillfully using these new tools. Will the swift and forceful downward pressure of AI bring this to a boiling point? Only time (and not too much time) will tell.
If your workplace needs ways to improve human capabilities, explore Film Forward’s learning journeys.
