AI in the workplace: Safeguarding opportunities for underrepresented groups 

In the race towards artificial intelligence (AI)-driven productivity, are we inadvertently leaving behind our most valuable asset — our diverse human workforce? As AI and automation reshape our future workplace landscape, underrepresented groups face disproportionate risks. This is a critical business challenge that demands immediate action from forward-thinking leaders.

The rapid integration of AI in the workplace presents a double-edged sword for underrepresented groups. AI has the potential to revolutionise diversity, equity and inclusion (DEI) efforts by smartly learning workforce data and identifying patterns of inequity. However, it also poses significant risks that could exacerbate existing disparities if not managed carefully. According to Mercer’s Global Talent Trends 2024-2025 report, 60% of leaders worry about the implications for DEI efforts, considering the specific work, level and demographics at risk of being replaced.

Career advancement and job security are particularly pressing issues for women and racially and ethnically diverse (R&ED) employees. The World Economic Forum's Future of Jobs Report 2025 projects that nine million jobs could be displaced by AI by 2030, with clerical, administration and secretarial roles among the most vulnerable. But, 62% of organisations believe that generative AI will lead to more job creation globally.

Women are one and a half times more likely than men to need to move into new occupations as AI advances, while R&ED employees often occupy roles at higher risk of automation due to slow progression in diverse representation at senior levels. Meanwhile, 60% of organisations believe that AI will provide a more level playing field if handled strategically. Navigating this digital divide demands unparalleled agility, creativity, resilience — and, above all, a steadfast commitment from leaders to build a more inclusive future for all.

Organisations must identify skills less susceptible to automation to mitigate the risk of job displacement for underrepresented employees. Mercer’s Global Talent Trends 2024-2025 report highlights certain core skills, including technical skills (e.g., digital literacy) and human-centric skills (e.g., emotional intelligence, social influence), among the top 10 skills less prone to being displaced by AI. However, only 39% of organisations find their upskilling programmes relevant to preparing talent to move into new areas. This requires a transition towards a skills-based organisation model that includes an upskilling strategy to mitigate AI's impact on job roles for underrepresented groups.

Organisations are using AI-powered tools to support employability and diversify talent. Many multinational organisations are investing in talent marketplace solutions. While these promote opportunities for matching people to projects, it's crucial to recognise that AI outputs can perpetuate biases inherent in training data and algorithms. For example, company data that captures historically biased decisions, such as lower hiring rates or less positive feedback for certain groups, can further contribute to biased outcomes if AI models are not trained on diverse, high-quality data and equipped to identify and address these concerns. (Read more: Mercer - AI and DEI). While there is a legitimate fear that AI will perpetuate inequalities, 61% of organisations believe that if used strategically, AI will lead to decreased bias.

Beyond recruitment, there is growing curiosity about AI’s potential in managing employee resource groups. Another promising application of AI is performance management, where AI can identify development opportunities and suggest personalised development plans. However, as of now, only a small fraction of organisations are leveraging these capabilities to promote fairness as a strategic agenda.

We believe, the more DEI professionals interact with AI, the smarter it will become around the topics of DEI, belonging, psychological safety and learning unique employee needs.

Nearly two-thirds (65%) of organisations believe AI will lead to a power shift with employees gaining more access to information and resources previously controlled by management. Rather than viewing AI as a replacement for the human workforce, organisations should embrace the concept of collaborative AI, where human skills complement technology rather than compete against it. This approach will allow employees to focus on higher-value tasks that require creativity and emotional intelligence while AI handles repetitive functions.

To truly thrive, companies should leverage AI to understand unique employee needs and provide personalised guidance, mentorship and learning opportunities. By implementing targeted leadership development programmes and establishing clear diversity targets with accountability measures, organisations can create tailored solutions that address both career and life aspirations.

Reverse mentoring is emerging as a transformative bridge where young, diverse talents become the architects of organisational wisdom, sharing their digital fluency and fresh perspectives with senior leaders. By flipping the traditional mentorship, organisations can unlock a powerful dialogue that transcends hierarchical boundaries, turning generational differences into a strategic advantage of collaborative learning and inclusive innovation.

To address the opportunity gap, a comprehensive effort is needed at the institutional, organisational and individual levels.

Organisations must collaborate with educational institutions to ensure students develop the skills required for the future workplace. By partnering with universities and vocational training colleges, organisations can bridge the skills gap and promote diversity from an early stage.

Organisations should endeavour to recognise the transformative impact of AI on various segments of their workforce. By understanding who will be affected, they can create targeted upskilling programmes that truly meet the needs of those groups. It is essential to not only challenge the systemic barriers that sustain inequality but also to empower their Talent and DEI teams to collaborate effectively. 

The time to act is now. Employers play a pivotal role in supporting underrepresented talents and safeguarding their careers from the impact of AI and automation. To succeed in this endeavour, leaders must:

By embracing these strategies, organisations can not only mitigate the risks posed by AI and automation but also harness their potential to create a more diverse, equitable and inclusive workforce for the future.