As most Canadian workers struggle to turn optimism about AI into daily use, TD is using targeted training and leader-led adoption to bridge the gap
Canadian workers see AI knowledge not only as a career asset but also a source of insecurity. But rather than leaving employees to wrestle with those gaps, TD is pushing a deliberate strategy: targeted rollouts of AI tools, role-specific training and visible leadership adoption.
For TD, the goal is to “meet the workers where they are,” ensuring both the early adopters and the skeptics can see how the technology makes their jobs easier, says Tina Robinet, SVP, HR Shared Services and Next Evolution of Work Transformation.
From high engagement rates with Microsoft 365 Copilot and GitHub Copilot, to new HR applications in recruiting, onboarding and training, TD is emphasizing that showing immediate, practical value will build the confidence employees need to embrace AI.
“We're seeing great engagement scores of 80% for Office 365 and 92% for GitHub,” she says.
This high engagement comes at a time when TD’s own research shows a gap between Canadian workers belief and behavior. More than half of who use AI at work say it makes them more productive, yet only 8% are using it daily. The divide is generational: younger workers are embracing the tools, while older employees report feeling overwhelmed by the pace of change.
“More than half of those who use AI at work already believe that AI expertise gives them that competitive edge over their peers, but 27% are admitting that they're exaggerating the proficiency, which is suggesting that there's growing pressure to keep up and that colleagues are feeling the stress about it,” Robinet says.
Targeted rollouts and tailored training
With employee comfort levels with digital tools varying wildly, the first step for employers is not assuming a one-size-fits-all approach.
“Organizations really need to lead by example and meet the workers where they are,” she explains.
For TD, this means practical, inclusive training and role-specific tools that are accessible to all employees “so they can build the confidence and competency they need as they think about their AI journey,” Robinet says.
That focus is critical, given that 64% of Canadian workers using AI indicated in the survey that they haven’t received adequate training.
Targeted rollouts are the key to providing this training, and the lesson for other employers is that pilots work when they solve real problems and show immediate value, Robinet says.
“Taking a targeted approach to delivering our AI capabilities to our colleagues has really proven successful in helping us overcome some of those barriers,” she explains. “When we're deploying it purposefully, and it's helping colleagues see how to use the technology to improve their productivity, we're getting great engagement,” she says.
Framing AI as an enabler, not a shortcut
That productivity shift matters. In TD’s survey, 56% of AI users said the tools improved their efficiency, but that still leaves nearly half who haven’t felt the impact. Robinet argues that organizations need to show how AI frees workers from routine tasks and creates space for higher-value work.
“We want them to be thinking critically about how they can engage in a different way, rather than just [using AI for] administrative work,” she says. “We see AI not just as a tool, but as an opportunity to enable and empower our employees.”
Robinet models that behavior herself, creating an environment where employees can see the benefits of AI use without feeling guilty about it. The key is framing this not as cheating, but as working smarter.
“I talk about how I use AI all the time,” she says. “I use it to summarize meetings, create action plans and memos, and I talk about it proudly.”
This framing is also shaping HR operations ranging from recruiting and onboarding to learning and development. Robinet’s team is also experimenting in HR operations, from HR policy questions to payroll.
“It's all about assisting our colleagues when it comes to things like HR policies and, so they can get answers much quicker,” she says.
Leadership modeling as the driver of change
Looking ahead, Robinet sees HR as central to the next stage of workforce transformation. That includes workforce planning, predictive analytics and organizational design for a future defined by human-machine collaboration.
“AI is certainly changing the nature of work at an unprecedented pace, so I think HR is really emerging as a leader in leveraging Gen AI to unlock levels of efficiency and agility in the colleague experience,” she says.
But technology alone won’t get there – culture has to shift as well, as without trust in the tools or outputs, adoption is a challenge, Robinet says.
“I think this is probably one of the areas that people always underestimate – the cultural changes you need,” she explains. “You need to be deliberately supporting and shaping how your colleagues are thinking about and using AI so that you can help to support them. If you don't, they're going to fill in the blanks, and normally it's with the stuff that makes them uneasy.”
For HR leaders, Robinet emphasizes that investing in leadership is essential, with the goal being to prepare leaders to model the behaviours they want to see.
“Introducing AI into the workforce is a people change, and HR is the engine that really drives and enables people change. So, HR is really critical as you look to that success; if your leaders aren’t comfortable with AI or they don’t understand it, it’s going to be hard for them to bring the workforce along with them.”
At TD, client and colleague trust in AI is earned through careful management and ongoing human oversight across AI-powered tools and capabilities.
"As a leader in responsible innovation, we recognize that trust in AI isn't a given," Robinet explains. "At TD we often talk about being in the 'Trust' business – so, doing what it takes to help maintain our clients' and colleagues' trust in AI. How we are using AI at TD, remains at the forefront of our strategy."
