When AI tools enter the workplace, do you feel an efficiency or a threat? Facing the collective anxiety of 80% of employees and the hidden concerns of "shadow AI," how can companies avoid being tripped down by technology? This article takes you into the DEI Ally Salon, breaking down international indicators and transformation blind spots, and identifying key guidelines for sustainable corporate growth amid the AI wave.

In the face of the wave of AI digitalization, global companies are increasingly adopting AI tools to boost organizational productivity. However, while technology brings efficiency, it may also come with collective anxiety among employees about whether they will be replaced, passive resistance to new tools, and even hidden algorithmic biases.

Wusi Media's "DEI Corporate Ally Salon and 5th Diversity and Inclusion Vision Awards Briefing" was hosted by Merci, Operations Director of Womanmany and General Manager of Gongyao Management Consulting, as the keynote speaker. Decision-makers and HR partners from various industries such as technology, information, and marketing were invited to deeply exchange international DEI trends and local practical challenges.

Current status of AI adoption: "Shadow AI" and collective anxiety

"What holds us back isn't the technology, but the organizational culture hasn't caught up yet." Merci cites domestic and international survey data to highlight major blind spots in current AI transformation within organizations.

According to Microsoft's 2026 Work Trend Index Annual Report, when managers personally demonstrate how to use AI, employees' perceived AI value increases by 17%, and trust in AI rises by 30%. This shows that employees often progress faster than supervisors expect; supervisors are the real bottleneck in transformation.

(Bonus: Has your team become overworked using AI to the point of being "efficient"?) AI Brain Fry: What Managers Must Know: How to Achieve Healthier Human-Computer Collaboration | Management Future)

The Taiwan Industrial Artificial Intelligence Foundation (AIF) released the "Taiwan Industrial AI Survey" in April 2026, which pointed out:

  • $61.8% of enterprise applications belong to "Shadow AI": employees privately use tools like ChatGPT, Claude, or Gemini without explicit prohibitions or official accounts.
  • $44.7% of companies have yet to establish any AI training practices.
  • 23% of companies admitted that after adopting AI, they have "no significant results yet."

Meanwhile, employees are experiencing varying degrees of internal turmoil. According to the '2025 Taiwan Workplace AI Survey,' as many as 81.1% of employees experience strong anxiety, fearing that 'they will be replaced by AI.' But among this group of extremely anxious individuals, only 21.6% actually took learning action.


Image | DEI Enterprise Allies Salon

Excessive anxiety actually 'inhibits' rather than promotes learning. When an organization lacks psychological security, talent either resists passively or goes underground.

Merci, Operations Director of Women's Fashion / General Manager of Gongyao Management Consulting

AI management affects organizational psychological safety

The advent of ChatGPT has greatly transformed workplace scenarios, with many industries beginning to integrate AI into workflows, including talent management. However, managing talent with AI may hide these issues.

Through two international cases, Merci reminded business partners present that when organizations try to delegate talent management to AI systems, they must pay close attention to algorithmic implicit discrimination and ensure organizations provide flexible systems and adaptation solutions suitable for diverse communities.

  • Mobley v. Workday Case: Due to algorithmic bias systematically excluding specific groups, organizations have lost potential talent and faced class-action lawsuits involving up to 1.1 billion resumes.
  • ACLU v. Intuit & HireVue: Employee promotion video interviews refused to provide human subtitles for deaf employees citing "AI-generated automatic subtitles in the system." Ultimately, the lack of AI subtitles affected interview results, and the AI even suggested that deaf employees "practice active listening."

Merci further pointed out that when large language models (LLMs) are used to assist in performance evaluation, AI's preference tendencies may directly lead to a severe underrepresentation of diverse populations within the system.

(Bonus: AI can ask questions, but can it lead?) ICF Coach Personally Tested: The 'Silent' Leadership Techniques That AI Can't Replace)

A guide to change for businesses

Since the bottleneck lies in culture, how do leading companies achieve this? Merci has combined international best practices and womany practical experience to propose three structural suggestions for organizations:

  1. Collaborating with cross-departmental stakeholders to co-create AI standards: cross-departmental co-creation workshops (HR + IT + Business + Administration) and a series of consensus meetings.
  2. Establishing AI bias complaint and governance mechanisms: annual AI recruitment/performance audits, employee grievance channels, and AI ethics committees.
  3. AI training and human-machine collaboration, layered + time-segmented empowerment: Layered and segmented internal AI training programs focus AI tasks on specific time slots (leaving time for AI-free thinking).


Image | DEI Enterprise Allies Salon

True empowerment means recognizing that everyone's starting point is different; DEI in the AI era begins with "the same direction, different paths."

Merci, Operations Director of Women's Fashion / General Manager of Gongyao Management Consulting

New Indicators for Corporate Inclusion in the AI Era: Adaptability, Sense of Belonging, and Sustainable Growth

Wusi Media holds the DEI Diversity and Inclusion Vision Awards annually, which not only honor Taiwan's local DEI exemplary companies but also continuously iterate the evaluation criteria in line with trends, providing concrete action directions for enterprises and building a DEI culture within their organizations. Merci also personally explained and answered questions to the business partners present at this Corporate Alliance Salon.

Three Key Elements for Building Organizational Talent Resilience:

  • Adaptability: Companies should help employees from diverse backgrounds continuously learn and respond flexibly in rapidly changing environments, including AI-empowered environments.
  • Belonging: Do employees genuinely feel accepted and valued—thus willing to engage, express themselves, and continually contribute.
  • Sustainable Growth: Can an organization design a fair system to enable diverse talent to realize their potential over the long term and create compound growth?

(Bonus: The 2026 5th DBTA Diversity and Inclusion Vision Awards brochure is now officially online!) Two major recognition mechanisms and five major prize participation rights)

We also received positive feedback from our on-site corporate partners. The DEI Corporate Alliance Salon not only helped companies grasp domestic and international DEI trends and better understand the importance of DEI literacy in digital transformation in the AI era, but also shared practical experiences with different industries and organizations through roundtable discussions, providing more action plans.

Wusi Media continues to deeply engage in diversity and inclusion initiatives, creating a collaborative learning and mutual benefit ecosystem through the "DEI Vision Corporate Alliance Salon." We sincerely invite you to stand shoulder to shoulder with us, leading the future of Taiwan's DEI initiatives, transforming the spirit of inclusion into the core competitiveness of your business.

We invite you to join us in leading the future of DEI initiatives in Taiwan. If you would like to learn more about Vision members' networking resources and exclusive benefits, please visit the relevant pages for more information.


Image | DEI Enterprise Allies Salon

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