How AI Is Influencing Workforce Considerations in the Finance Sector

As HR leaders navigate this new wave of influence artificial intelligence (AI) has on hiring, performance evaluations and the work of current employees, it remains critical to ensure that teams at all levels understand how the technology is reshaping — not replacing — their roles. This requires open conversations, adequate and continuous internal training, and spaces for feedback to ensure AI integration moves teams forward instead of holding them back.

This wave is especially being felt in the financial industry. A Global AI in Finance Report by professional services firm KPMG found active use of AI in finance has risen to 75% in 2026, compared to just 30% in 2024. In an especially high-stakes sector like finance, so often the conversation around the technology centers on the business itself: return on investment, processes that will be fast-tracked with AI, and discussions around how to build accountability and governance into a tech-first operating model.

But when it comes to how AI conversations are unfolding across HR departments, these are increasingly being defined by how AI fluency is impacting hiring decisions and performance evaluations, how current employees are being trained on the technology, and whether or not using the tool is helping or hurting their day-to-day workflows.

Reshaping Today’s Finance Careers

A global survey of senior finance executives by payment platform Medius found that AI fluency has been a meaningful differentiator in hiring over the last six months for 55% of respondents. Nearly 30% of the executives said AI fluency is now a core requirement when it comes to evaluating candidates for finance roles. And it’s not just the hiring process where AI is making its impact — it’s also extending to how employees are being evaluated.

The same survey also found that 86% believe their AI usage has become a factor in their performance evaluation. Not only are potential finance employees expected to enter their roles with some level of AI fluency, but it’s also putting pressure on current employees to ensure they know how to use and are actively using the technology within their work.

Where HR and AI Can Meet

According to the Medius survey, 75% of the surveyed senior finance executives believe the technology has increased — not decreased — their level of worker fatigue or burnout.

When the operating stakes are at such a high degree as they are in finance, hearing this kind of feedback from employees should be a cause for concern. For HR leaders, it’s a sign that they should re-evaluate whether adequate training is provided, that their employees understand the technology is meant to alleviate mundane and repetitive work, and that feedback on how their organizations are implementing AI is being considered and steps are taken to address any concerns or skills challenges.

AI training should be comprehensive and conducted regularly. It shouldn’t be limited to teams simply knowing how to operate the technology; it also should ensure they know what the proper level of human oversight and intervention is on any given task, how to respond, and where responsibility and accountability lie if and when AI makes an error.

While AI can produce unmatched levels of productivity and efficiency and be an incredibly useful tool for any finance professional, it’s also imperative workers understand the risks and potential financial losses that can occur if the technology is deployed without proper training and oversight.

This is where HR leaders and AI meet — advocating for the employees behind the technology and structuring a team that can operate with confidence and clarity when it comes to AI.

Editor’s Note: Additional Content

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