Workers say reliance on AI is eroding skills and judgment

• Key Insight: Discover how routine AI use is shifting responsibility from judgment to automation.
• What's at Stake: Operational risk and skill decay could weaken strategic decision-making across organizations.
• Forward Look: Prepare for governance, training, and role-specific fluency to become strategic priorities.
  Source: Bullets generated by AI with editorial review

Employees are becoming so reliant on AI that many fear the tools are eroding their skills and weakening their ability to think critically, according to a new study. 

New research from business communication software provider GoTo finds that while AI is improving productivity, it is also fueling misuse and a rise in "workslop." 

"As AI becomes more embedded in everyday workflows, many employees are beginning to confuse convenience with capability — and that can erode confidence in their own thinking," Michelle O'Gorman, vice president of global talent development at GoTo, said in an email interview. "This likely stems from a combination of overreliance, pressure to use new tools, and a lack of training."

According to the study, titled The Pulse of Work in 2026, 50% of employees say they rely too much on AI and 30% feel they can't function without it. Thirty-nine percent believe their overreliance on AI tools is eroding their skills and making them less intelligent.

That overreliance is also showing up in how the tools are being used. Seventy percent of employees admit they've used AI for sensitive or high-stakes tasks such as legal work and strategic decisions — a 54% year-over-year increase. 

Forty-three percent of employees say they've used AI-generated content even when they suspected it was low quality or potentially inaccurate. At the same time, 77% say AI work takes longer to review than human work, and 66% say checking other people's AI-generated output just adds more work to their plate. 

One of the problems, O'Gorman said, is that too many workers are being asked to use AI without being properly trained. She pointed out that nearly seven in 10 employees say they are not very familiar with AI's practical applications for their role. 

"That gap matters. If organizations fail to build confidence, judgment and role-specific fluency, AI risks becoming a crutch rather than a catalyst," she said. "The bigger issue is this: In the AI era, performance is no longer just about execution. It is about judgment, discernment, and knowing how to direct AI effectively. The organizations that win will be the ones that help employees strengthen those capabilities — not surrender them."

Adopting a human-centered AI strategy

The study, which was conducted in partnership with research firm Workplace Intelligence, also offers suggestions for how companies can support responsible AI use, including strengthening policies and training. Just 44% of IT leaders say their company actually has an AI policy in place, and even where policies exist, many aren't confident they're working — 77% of employees and 47% of IT leaders say those policies still need improvement. 

"The most effective organizations will treat AI governance as a leadership and culture issue, not just a compliance exercise," O'Gorman said. "That means clear guidance, reinforced expectations, manager accountability, and a shared understanding that human oversight is not optional."

Employees also said they want more help in learning how to work in tandem with AI. According to the report, 65% of workers say employers are failing to equip people with the skills they need as AI takes over more work. 

Read more: Employers optimistic on AI while workers report burnout and strain

Among the most in-demand skills were spotting AI errors and bias, knowing when to trust its output and applying human judgment alongside it. 

With the workplace rapidly changing, O'Gorman said today's benefit leaders must adopt a human-centered AI strategy that treats technology, governance and workforce development as equally important.

"Companies that strike this balance between technology, governance and human capability will be best positioned to unlock AI," she said. "The future of work will not be defined by how much AI can do on its own. It will be defined by how effectively people can direct it, challenge it and elevate it. That is the real opportunity in front of leaders today."