the AI strategic risk: how new zealand leaders can scaffold AI-augmented roles for future productivity.

In the New Zealand boardroom of 2026, the mandate is clear: grow through innovation. Our latest research shows that 100% of New Zealand employers are confident in their business growth over the coming year. A big part of this optimism is pinned on Artificial Intelligence, with 55% of New Zealand employers already reporting that AI has successfully increased their workforce productivity.

However, there is a quiet friction beneath the surface that could derail these expectations. While leaders have high hopes for AI-driven efficiency, there is a significant gap in how that potential is perceived on the frontline. 60% of New Zealand employers estimate that AI will impact a high proportion of work tasks, but only 48% of talent shares that same view.

This isn't a case of talent being "in denial." Rather, it is a sign that many New Zealand workers are currently unsure how to maximise the potential of AI-augmented roles. For a leader, this represents a significant strategic productivity risk: if your people cannot see the potential value of these tools, your business is at risk of not realising the productivity gains you’re aiming for.

the strategic risk of the unseen potential in new zealand

The disconnect between employers, workers and the benefit of AI in New Zealand is particularly sharp. A staggering 59% of New Zealand talent believe the adoption of AI in the workplace will mainly benefit companies, not them. This is significantly higher than the global average of 47%, suggesting that Kiwi workers feel more hesitant about the potential "tech dividend" than their international peers.

If your team views AI as a corporate cost-cutting tool rather than a personal career-booster, they will never fully engage with it. To realise the productivity boost that employers expect, leaders must shift the narrative. We need to help employees see exactly how AI can augment their work—practically allowing them to shed the transactional "drudgery", freeing them up to focus on the higher-value, high-judgement work that only a human can perform. In a market like New Zealand, where "number 8 wire" ingenuity is part of our DNA, we have the chance to lead in AI adoption and productivity gains, but only if our people feel like they are part of the success story.

scaffolding the future: beyond the implementation

Success in 2026 isn't just about rolling out new tech tools; it’s about scaffolding the implementation with structured learning. The "Great Workforce Adaptation" requires a move from passive tool implementation to active upskilling.

New Zealand talent is actually hungry for this direction. Our data indicates that 65% of talent globally—a sentiment mirrored in the NZ market—state they would like to see more investment in AI skills development from their employers. They don’t want to be left to figure it out on their own; they want the business to provide the pathways and support that help them see and realise the full benefit of an AI-augmented future. This is a critical component of any modern employee engagement strategy.

Directed learning should focus on three key areas:

the leader’s role in augmentation

As a people leader, your goal is to make the benefits of AI "felt, seen, and experienced" in routine work. This means moving away from high-level corporate announcements and toward practical, team-level workshops. When you show a team member that an AI tool can save them five hours of data entry a week for example—time they can now spend on strategic client relationships or creative problem-solving—the "confidence gap" begins to close.

This is where strategic workforce planning and skills development becomes essential. You aren't just hiring for today; you are building a workforce capable of adopting and evolving with technology. By scaffolding your AI implementation with directed learning and by bringing a focus on the how of human augmentation, you do more than just improve efficiency. You build a workforce that sees themselves as partners in the company’s growth, rather than bystanders to its technology.

bridging the gap: your next step in the great workforce adaptation

The findings of the 2026 Workmonitor make one thing clear: business growth is no longer a solo journey for leadership. In New Zealand, the "confidence gap" is a call to action for every people leader to stop, listen, and realign. Success in this new era requires more than just managing a pipeline; it requires becoming a "trust architect" who can blend high-tech ambition with high-touch human connection. By acknowledging the evolving needs of your team—and providing the directed learning they need to thrive—you don't just secure your talent; you secure your business's future.