In some sectors, managers are relying on AI to make high-stakes decisions (raises, promotions, even layoffs) without the formal training, ethical guardrails or human oversight those decisions demand.
The current stage of artificial intelligence means what we call AI is a misnomer – it is a form of machine learning that has a high throughout capacity to review and make logical assumptions about databases. While AI systems can perform tasks that require human intelligence, like learning and problem-solving, they often do so through complex algorithms and data processing, rather than genuine understanding or consciousness.
Two representatives of the firm Betterworks have explained their views.
Consequently, those managers leaning towards AI risk affecting their organizations. The application not only flattens organizations, but flattens accountability, according to Doug Dennerline, Betterworks CEO. He tells Digital Journal:
“We’re putting a lot on managers right now – bigger teams, more complexity, and less time. AI has the potential to help them rise to that challenge, but only if it’s introduced with intention. The moment we start letting AI make decisions about promotions or terminations without human judgement, we risk hollowing out the very leadership capabilities we need to build.”
Dennerline adds: “Business leaders need to ask themselves: Are we using AI to elevate great talent, or to avoid investing in it? The true value of AI comes from giving your workforce the tools, freedom to experiment, and clarity on how it can make them exponentially more effective – delivering better business outcomes, not just better optics.”
Instead, we should use AI differently. Dennerline clarifies: “AI should be used to strengthen management, not sideline it. The best use cases are the ones that help managers be more present, more consistent, and more effective—like prompting timely check-ins, helping craft better feedback, or identifying coaching opportunities. But the moment we start letting AI make decisions about promotions or terminations without human judgment, we risk hollowing out the very leadership capabilities we need to build. Managers don’t need AI to replace them, they need it to support them.”
The problem is not middle managers, it is underinvesting in them, explains Jamie Aitken, VP of HR Transformation at Betterworks. She explains:
“The answer isn’t to eliminate or overload middle managers, but to equip them with the tools and support to thrive in this transformation. The return on investing in their growth – and their ability to use AI meaningfully – far outweighs the short-term appeal of flattening.”
In Aitken’s view: “As AI takes over repetitive, administrative tasks, managers should be freed up to focus on what truly matters: supporting the growth, performance and long-term success of their teams. But let’s not forget: AI is a tool, not a decision-maker. People-related decisions demand human elements like empathy, ethical judgment and transparency.”
