More than three-quarters of US workers who regularly use artificial intelligence have asked it questions they felt too embarrassed to raise with colleagues, while 57% say the technology is creating workplace silos. New research reveals how AI is transforming everyday interactions, with growing concerns about reduced mentoring, missed learning opportunities and the future of human connection at work.
Artificial intelligence is increasingly becoming employees’ first source of advice and support at work, with 76% admitting they have asked AI a question they felt too embarrassed to ask a colleague. According to new research from Clutch, nearly half (45%) of workers who regularly use AI now turn to it first when they have a workplace question, compared with just 16% who approach a coworker and 9% who ask their manager.
The findings reveal a significant shift in how employees seek information, solve problems and develop their skills. However, while AI is helping workers become more independent and efficient, the research also raises concerns about the unintended consequences for workplace relationships, knowledge-sharing and professional development.
More than half (57%) say AI is creating information silos within their teams, while 76% worry that newer employees are missing valuable opportunities to learn from experienced colleagues. The US study, conducted in October 2026 among 669 full-time employees who regularly use AI, explores how the technology is changing collaboration, mentoring and workplace culture.
WHY EMPLOYEES ARE ASKING AI INSTEAD OF COLLEAGUES
One of the most revealing findings is the extent to which employees use AI to ask questions they feel uncomfortable raising with another person. Some 76% have asked AI a work-related question they were embarrassed to ask a colleague, while 43% say they do so often. The most common questions involve everyday workplace tasks and knowledge gaps.
Among the uses identified:
- 64% turn to AI for help understanding how to complete a task or use a particular tool.
- 49% use it to explain unfamiliar terms or acronyms.
- 43% use it for help wording emails or messages.
The findings suggest that AI is becoming a convenient, private and potentially less intimidating source of assistance. For employees worried about appearing inexperienced or asking what they perceive to be a basic question, AI can provide immediate answers without the perceived risk of judgement from colleagues.
DEALING WITH MISTAKES
The shift also extends to mistakes. Some 44% say they turn to AI first after making an error or encountering a technical problem, rather than immediately asking someone else for help. While this may help employees troubleshoot problems independently, it raises broader questions about whether workers feel sufficiently comfortable admitting uncertainty or asking colleagues for support.
The research does not establish that poor psychological safety is the primary reason employees choose AI. Convenience, speed and privacy may also influence their decisions. However, the findings highlight an important question for employers: are workers choosing AI simply because it is easier, or because they are concerned about how colleagues and managers might respond?
The issue connects with a recent Fair Play Talks guest column by behavioural scientist Dr Gleb Tsipursky examining why AI transparency depends on psychological safety at work. Tsipursky argued that employees need to feel safe acknowledging how they use AI without automatically fearing blame, criticism or professional consequences.
A separate report revealed that half of Gen Z workers feel guilty using AI, while more than four in 10 are hiding their use from employers. Together, these findings suggest that workplace attitudes towards technology, mistakes and perceived competence deserve greater attention as AI becomes embedded in everyday work.
SPEED AND CONVENIENCE ARE DRIVING THE SHIFT
The Clutch research also highlights the practical reasons employees increasingly rely on AI. Among workers who turn to AI first, 72% say they do so because it provides faster answers, while 17% value its availability at any time. Rather than waiting for a colleague to finish a meeting or respond to a message, employees can ask AI for immediate assistance with routine questions.
This can reduce interruptions, accelerate problem-solving and help people work more independently. Indeed, 71% of respondents say AI has made them more independent at work. However, the findings suggest that the type of assistance employees seek remains important.
Some 64% trust AI more than coworkers for writing and editing tasks, while 60% prefer it for technical or how-to questions. Yet when it comes to company-specific information, human colleagues retain a clear advantage. 67% trust coworkers more than AI for knowledge about their organisation.
Employees also place greater trust in colleagues for professional feedback, career guidance and judgement calls. For example, 38% favour coworkers for feedback on their work, compared with 24% who favour AI. For career advice, the figures are 30% and 19% respectively, while 36% trust colleagues more for judgement calls, compared with 11% who favour AI. These findings suggest that AI may be particularly useful for routine tasks and general information, while human relationships remain important for professional judgement, organisational understanding and career development.
COLLABORATION REMAINS STRONG DESPITE GROWING AI USE
Despite concerns about the loss of everyday workplace interactions, the research does not suggest that AI is universally weakening collaboration. In fact, 90% of respondents say they collaborate with colleagues as much as or more than they did before using AI. Only 10% report collaborating less.
Similarly, 91% say their relationships with coworkers have either remained unchanged or improved since AI became part of their working lives. For 42%, relationships have actually become stronger because they are spending more time with colleagues discussing substantial issues rather than routine questions. Just 7% say their workplace relationships have weakened because they communicate less.
The findings suggest that AI may be changing the nature of collaboration rather than simply reducing it. Instead of asking coworkers for help with basic tasks, employees may be spending more time on strategic discussions, complex problem-solving and work requiring human judgement. However, the positive overall findings sit alongside emerging concerns about workplace culture.
Separate research found that four in 10 workers and executives feared AI would damage human connection and company culture. That study, involving employees and executives in Georgia, US, found that 43% of both groups identified the loss of human connection and damage to company culture as the biggest risk associated with workplace AI. Although the studies involve different populations, they highlight the importance of understanding how AI changes employees’ interactions, not simply whether the technology saves time.
AI CREATING WORKPLACE SILOS
One of the most concerning findings from Clutch is that 57% of respondents believe AI is creating information silos within their teams, including 39% who say this is happening to a significant extent. These silos may emerge when employees increasingly solve problems independently without sharing the information, experiences or lessons gained with colleagues.
The research identified several changes:
- 51% report fewer quick questions or informal check-ins from teammates.
- 38% have noticed colleagues independently solving the same problems.
- 33% have observed less mentoring of newer employees.
- 18% report inconsistent answers or processes.
These findings raise questions about whether the efficiency of individual AI-assisted tasks always translates into greater efficiency across teams. When employees rely on different AI tools to solve similar problems, they may develop different approaches, duplicate work or produce inconsistent results. Equally, when everyday conversations disappear, colleagues may lose opportunities to exchange ideas, share expertise or identify problems before they become more serious.
These informal interactions can also help managers understand when employees are struggling, need additional support or lack the knowledge required to complete a task. The findings therefore suggest that organisations need to consider how AI affects collective knowledge and teamwork, rather than evaluating success solely through individual productivity gains.
The issue also connects with previous research showing that 42% of US workers using AI had accepted answers they suspected were wrong. That study highlighted concerns about the risks of accepting apparently convincing AI-generated information without sufficient verification. Together, the findings reinforce the importance of maintaining clear organisational processes, consistent information and appropriate human oversight.
ARE NEWER EMPLOYEES MISSING OUT ON MENTORING?
Perhaps the most significant long-term concern relates to how AI could affect the development of younger and less experienced employees. Clutch found that 76% of respondents worry newer employees are missing opportunities to learn from colleagues because they increasingly ask AI for assistance. Meanwhile, 33% have already noticed less mentoring of new employees.
Traditionally, informal workplace conversations have provided opportunities for people to develop professional relationships, gain practical knowledge and learn from more experienced colleagues. A junior employee asking how to complete a task may receive more than a straightforward answer. A colleague might explain why a particular approach is preferred, share previous experiences, identify potential problems or offer advice about navigating the organisation.
These interactions can help employees develop confidence, critical thinking, professional judgement and a deeper understanding of workplace culture. AI can provide instructions and explanations, but it may not always offer the organisational context, personal experience or relationship-building opportunities that accompany human mentoring. The findings come amid growing concerns about the future of entry-level roles as employers increasingly automate routine tasks.
Recent research highlighted how AI could remove the very tasks through which junior employees traditionally develop their professional skills. That research raised questions about how organisations will develop future expertise if the work historically used to train employees is increasingly automated. The importance of mentoring has also been recognised in initiatives designed to support younger generations.
Earlier this year, Google partnered with Big Brothers Big Sisters of America to expand youth mentoring opportunities as AI reshapes entry-level employment. The initiative aimed to strengthen access to professional guidance, career development and opportunities for young people, particularly those who lack established networks. The Clutch findings suggest employers may need to be more deliberate about protecting similar learning opportunities within their own organisations.
RISK OF LOSING ORGANISATIONAL KNOWLEDGE
The shift towards AI also raises questions about how businesses capture, maintain and share organisational knowledge. According to Clutch, 64% of respondents report that their companies have internal AI tools trained on their own policies, documentation or previous projects. These systems can provide employees with more relevant information than general-purpose AI platforms, potentially helping them navigate company processes and avoid repeatedly asking colleagues the same questions.
The research also found that 61% would often or almost always ask an AI tool familiar with their organisation’s processes instead of a coworker. However, internal AI tools are only as reliable as the information they contain. Outdated policies, incomplete documentation or inconsistent processes could result in employees receiving inaccurate or conflicting guidance. Businesses therefore need to ensure that internal AI knowledge bases are regularly reviewed, updated and supported by accountable human expertise.
The importance of clear responsibility for workplace AI has been highlighted in separate research revealing that nearly half of companies lack a single accountable leader overseeing how employees and AI work together. That study found that organisations with dedicated leadership for human-AI collaboration were more likely to report strong business value from their AI investments. Although the two studies examine different aspects of AI adoption, both highlight the importance of structured implementation rather than leaving employees to develop individual approaches independently.
AI MUST SUPPORT HUMAN CONNECTION, NOT REPLACE IT
Commenting on the Clutch findings, Hannah Hicklen, Clutch analyst, warned that organisations risk losing important opportunities for informal learning as employees increasingly seek answers from AI. “AI is taking over the quick questions that used to bring coworkers together,” she said. “Companies need to be intentional about mentorship, or the time AI saves will come at the expense of people still learning.”
Her comments highlight the distinction between using AI to reduce repetitive tasks and allowing technology to replace interactions that contribute to employee development. The research suggests that businesses have an opportunity to use AI to improve efficiency while creating more time for meaningful collaboration.
However, those benefits are not automatic. Organisations need to decide how employees should use AI, when human guidance remains necessary and how professional relationships can be strengthened as working practices change. As explored in a recent Fair Play Talks guest column, employees are more likely to trust AI agents when human accountability and control remain visible.
The article argued that employers should protect time for mentoring, conversations and decisions requiring human judgement, rather than treating every minute saved through automation as an opportunity to increase workloads. That approach may be particularly important for newer employees who need opportunities to build experience, relationships and confidence alongside developing AI-related skills.
WHAT EMPLOYERS SHOULD DO NEXT
The Clutch findings highlight the importance of ensuring AI adoption strengthens workplace learning and collaboration rather than unintentionally weakening them. Organisations should consider several priorities.
1. Create psychologically safe workplaces
Employees should feel comfortable asking questions, admitting uncertainty and acknowledging mistakes without fearing embarrassment or negative career consequences. Managers can help by encouraging curiosity, sharing their own learning experiences and treating questions as opportunities for development rather than signs of incompetence.
2. Protect mentoring and informal learning
Businesses should maintain structured mentoring programmes, onboarding support, regular check-ins and opportunities for newer employees to learn directly from experienced colleagues.
3. Use AI to complement human expertise
Organisations should establish clear guidance on when AI is appropriate for routine questions and when employees should seek human advice, particularly for complex decisions, sensitive situations and career development.
4. Encourage knowledge-sharing across teams
Employees should be encouraged to document useful solutions, share lessons and collaborate on recurring problems rather than repeatedly solving the same issues independently.
5. Maintain reliable internal AI knowledge bases
Company-specific AI tools should draw from accurate, current and approved information, with clear responsibility for reviewing and correcting their outputs.
6. Develop human skills alongside AI capabilities
Employers should continue investing in critical thinking, communication, teamwork, professional judgement and leadership development. These capabilities remain important even when AI can perform many routine technical tasks.
7. Measure the impact on workplace relationships
AI success should not be assessed solely through adoption rates or productivity improvements. Businesses should also examine whether employees feel supported, whether mentoring opportunities remain accessible and whether teams are maintaining effective communication.
8. Ensure time saved benefits employees and organisations
Where AI reduces repetitive work, employers should consider using some of that time for training, mentoring, collaboration and employee development. This is particularly important given separate research showing that nearly half of workers using AI face rising workload expectations, while seven in 10 report burnout. Although that study does not establish that AI causes burnout, it reinforces the importance of ensuring technological efficiency translates into sustainable working practices.
THE FUTURE OF WORKPLACE AI MUST REMAIN HUMAN
The Clutch research highlights a workplace transformation that extends beyond productivity and technological adoption. Artificial intelligence is changing how employees ask questions, solve problems, access knowledge and interact with one another. For many, these changes are positive.
AI provides quick answers, helps people work independently and can reduce unnecessary interruptions, allowing employees to focus on more meaningful collaboration. Indeed, nine in 10 respondents say collaboration has remained stable or improved, and many report stronger workplace relationships.
However, the findings also reveal potential risks. When employees increasingly turn to AI rather than colleagues, organisations may lose some of the everyday interactions through which knowledge is shared, relationships are formed and professional confidence develops. For newer employees, the consequences could be particularly significant if informal learning and mentoring opportunities diminish.
The challenge for employers is therefore not simply encouraging employees to use AI, but ensuring that the technology supports the human experiences that make workplaces effective. AI can answer questions, explain processes and help employees work more efficiently. But organisations still need people to mentor, challenge, support and learn from one another. Ultimately, the success of workplace AI should be measured not only by the time it saves, but also by whether it helps businesses develop more capable employees, stronger relationships and healthier, more collaborative teams.
Check out Clutch’s full report here.
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