Guidelines for AI and Shared Prosperity



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Our economic future is too important to leave to chance.

AI has the potential to radically disrupt people’s economic lives in both positive and negative ways. It remains to be determined which of these we’ll see more of. In the best scenario, AI could widely enrich humanity, equitably equipping people with the time, resources, and tools to pursue the goals that matter most to them.

Our current moment serves as a profound opportunity — one that we will miss if we don’t act now. To achieve a better future with AI, we must put in the work today.

In medicine and other fields, new innovations are put through rigorous testing to ensure they are fit for purpose. The AI community, however, has no established practice for assessing the impact of AI systems on inequality or job quality. Without one, it remains difficult to ensure AI deployments are bringing us closer to the economic future we want to live in.

You can help guide AI’s impact on jobs

AI developers, AI users, policymakers, labor organizations, and workers can all help steer AI so its economic benefits are shared by all. Using Partnership on AI’s (PAI) Shared Prosperity Guidelines, these stakeholders can minimize the chance that individual AI systems worsen shared prosperity-relevant outcomes.

The Shared Prosperity Guidelines can be used by following a guided, three-step process.

 

Get Involved

Partnership on AI needs your help to refine, test, and drive adoption of the Guidelines for AI and Shared Prosperity.

Fill out the form below to share your feedback on the Guidelines, ask about collaboration opportunities, and receive updates about events and other future work by the AI and Shared Prosperity Initiative.

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Guidelines for AI and Shared Prosperity

Home

Step 1: Learn About the Guidelines

The Need for the Guidelines

The Origin of the Guidelines

Design of the Guidelines

Key Principles for Using the Guidelines

Step 2: Apply the Job Impact Assessment Tool

Instructions for Performing a Job Impact Assessment

Signals of Opportunity to Advance Shared Prosperity

Signals of Risk to Shared Prosperity

STEP 3: Stakeholder-Specific Recommendations

For AI-Creating Organizations

For AI-Using Organizations

For Policymakers

For Labor Organizations and Workers

Get Involved

Endorsements

Acknowledgments

AI and Shared Prosperity Initiative’s Steering Committee

Sources Cited

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Table of Contents

AI and Job Quality

Insights from Frontline Workers

PAI Staff

Executive Summary

Based on an international study of on-the-job experiences with AI, this report draws from workers’ insights to point the way toward a better future for workplace AI. In addition to identifying common themes among workers’ stories, it provides guidance for key stakeholders who want to make a positive impact. These opportunities for impact can be downloaded individually as audience-specific summaries below.

Opportunities for impact for:

Across industries and around the world, AI is changing work. In the coming years, this rapidly advancing technology has the potential to fundamentally reshape humanity’s relationship with labor. As highlighted by previous Partnership on AI (PAI) research, however, the development and deployment of workplace AI often lacks input from an essential group of experts: the people who directly interact with these systems in their jobs.

Bringing the perspectives of workers into this conversation is both a moral and pragmatic imperative. Despite the direct impact of workplace AI on them, workers rarely have direct influence in AI’s creation or decisions about its implementation. This neglect raises clear concerns about unforeseen or overlooked negative impacts on workers. It also undermines the optimal use of AI from a corporate perspective.

This PAI report, based on an international study of on-the-job experiences with AI, seeks to address this gap. Through journals and interviews, workers in India, sub-Saharan Africa, and the United States shared their stories about workplace AI. From their reflections, PAI identified five common themes:

  1. Executive and managerial decisions shape AI’s impacts on workers, for better and worse. This starts with decisions about business models and operating models, continues through technology acquisitions and implementations, and finally manifests in direct impacts to workers.
  2. Workers have a genuine appreciation for some aspects of AI in their work and how it helps them in their jobs. Their spotlights here point the way to more mutually beneficial approaches to workplace AI.
  3. Workplace AI’s harms are not new or novel — they are repetitions or extensions of harms from earlier technologies and, as such, should be possible to anticipate, mitigate, and eliminate.
  4. Current implementations of AI often serve to reduce workers’ ability to exercise their human skills and talents. Skills like judgment, empathy, and creativity are heavily constrained in these implementations. To the extent that the future of AI is intended to increase humans’ ability to use these talents, the present of AI is sending many workers in the opposite direction.
  5. Empowering workers early in AI development and implementation increases the opportunities to attain the aforementioned benefits and avoid the harms. Workers’ deep experience in their own roles means they should be treated as subject-matter experts throughout the design and implementation process.

In addition, PAI drew from these themes to offer opportunities for impact for the major stakeholders in this space:

  1. AI-implementing companies, who can commit to AI deployments that do not decrease employee job quality.
  2. AI-creating companies, who can center worker well-being and participation in their values, practices, and product designs.
  3. Workers, unions, and worker organizers, who can work to influence and participate in decisions about technology purchases and implementations.
  4. Policymakers, who can shape the environments in which AI products are developed, sold, and implemented.
  5. Investors, who can account for the downside risks posed by practices harmful to workers and the potential value created by worker-friendly technologies.

The actions of each of these groups have the potential to both increase the prosperity enabled by AI technologies and share it more broadly. Together, we can steer AI in a direction that ensures it will benefit workers and society as a whole.

AI and Job Quality

Executive Summary

Introduction

The need for workers’ perspectives on workplace AI

The contributions of this report

Our Approach

Key research questions

Research methods

Site selection

Who we learned from

Participant recruitment

Major Themes and Findings

Theme 1: Executive and managerial decisions shape AI’s impacts on workers, for better and worse

Theme 2: Workers appreciate how some uses of AI have positively changed their jobs

Theme 3: Workplace AI harms repeat, continue, or intensify known possible harms from earlier technologies

Theme 4: Current implementations of AI in work are reducing workers’ opportunities for autonomy, judgment, empathy, and creativity

Theme 5: Empowering workers early in AI development and implementation increases opportunities to implement AI that benefits workers as well as their employers

Opportunities for Impact

Stakeholder 1: AI-implementing companies

Stakeholder Group 2: AI-creating companies

Stakeholder Group 3: Workers, unions, and worker organizers

Stakeholder Group 4: Policymakers

Stakeholder Group 5: Investors

Conclusion

Acknowledgements

Appendix 1: Detailed Site and Technology Descriptions

Appendix 2: Research Methods

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