Get Your S*** Together: How To Properly Use AI in the Workplace

As a generation of ChatGPT-reliant youth enters the workforce, the habits they built in university are following them into the office. From auto-written emails to instant slide decks, artificial intelligence (AI) is now part of the everyday workflow for many young professionals. 

Evan Loke, Director of Permanent Division at recruitment agency Persol Singapore, shares her advice on how to use AI at work without burning your reputation before probation ends.

In today’s workplace, where do you see AI being appropriately used, and in what situations is it actually encouraged?

“AI is most appropriately used where it enhances productivity without replacing judgment. For example, drafting first versions of emails, summarising documents, analysing large datasets, preparing presentations, or generating ideas during brainstorming. 

In many workplaces, AI is actively encouraged for repetitive, time-consuming tasks so employees can focus on higher-value work, such as strategic problem-solving, stakeholder engagement, and decision-making. What’s important is that AI supports your thinking, not substitutes it. The final responsibility and accountability still sit with the human.”

If I’ve used AI to help with parts of my work, should I be upfront about that with my manager?

“Transparency is increasingly seen as a mark of professionalism. In most environments, the concern is not whether AI was used, but how thoughtfully it was applied. Being upfront signals maturity. It shows that you understand AI as a tool within a broader process, rather than a shortcut. 

Framing it this way also opens up constructive conversations about best practices and expectations, and positions you as someone thoughtful, responsible, and aligned with how modern workplaces are evolving.”

How can fresh graduates strike the right balance between using AI as a tool while still building real-world skills such as critical thinking?

“For fresh graduates, the key is to treat AI as a learning partner rather than a substitute for thinking. The early years of a career are critical for building core capabilities such as analysis, problem-solving, communication, and professional judgement, and those skills are developed through practice and reflection. AI can be very useful for generating ideas, testing different approaches, or clarifying complex concepts, but it should be used to deepen understanding, not bypass it. 

Graduates should make a habit of questioning AI outputs, refining them with real-world context, and being able to clearly explain their reasoning. This balance allows AI to enhance productivity while still ensuring that critical thinking and long-term career capability continue to grow.”

From a hiring perspective, how do recruiters view candidates who actively use AI tools? Does this differ between entry-level roles and more senior positions?

“From a hiring perspective, candidates who use AI tools thoughtfully are often viewed as adaptable and future-ready, especially when they can clearly explain how AI helped them work more efficiently or think more deeply. The advantage lies in showing intention, using AI to enhance judgment, structure ideas, or analyse information, rather than to replace thinking. 

Red flags appear when candidates rely on generic, AI-generated responses, struggle to explain their reasoning, or cannot demonstrate personal insight or accountability for their work. This does differ by seniority: at entry level, recruiters place more emphasis on learning agility and curiosity, whereas in more senior roles, originality, decision-making, and ownership are non-negotiable, regardless of how advanced the tools being used may be.”

How can managers detect when someone is utilising AI at work, at the expense of real understanding?

“Over-reliance on AI usually becomes apparent through everyday interactions rather than through the technology itself. Managers often notice it when someone struggles to explain their reasoning, cannot adjust recommendations when new information emerges, or relies heavily on AI-generated outputs without being able to defend or contextualise them. This may also show up in an inability to spot errors, challenge assumptions, or connect the work to broader business objectives. 

In contrast, employees who use AI well demonstrate a clear understanding of the subject matter, can articulate the “why” behind their conclusions, acknowledge the limitations of AI-generated insights, and take full ownership of decisions. The key difference is not whether AI was used, but whether the individual remains accountable for the thinking and judgement behind the work.”

How should young professionals think about data privacy when using AI tools at work? What are some common mistakes people make?

“Young professionals should approach data privacy with a principle-first mindset: if information is confidential, sensitive, or proprietary, it does not belong in open or unapproved AI tools. Replacing real details with anonymised or dummy data is generally a much safer practice, especially when using AI for structuring ideas, analysis, or drafting. 

A common mistake is assuming all AI tools have the same privacy safeguards, or that “everyone uses them” makes it acceptable. Others include copy-pasting internal emails, client information, or commercially sensitive data into public platforms without considering where that data may be stored or reused. Responsible AI use isn’t just about following rules, but also about exercising sound judgement and understanding that data trust is part of professional credibility.”

Looking ahead, how do you see AI shaping the workplace for Gen Z over the next five years?

“Over the next five years, AI will become a standard part of how work is done rather than a distinct or novel capability. For Gen Z, this means entering a workforce where AI fluency is expected, not exceptional. The biggest opportunities will be for those who can combine technical comfort with strong human skills such as critical thinking, communication, and ethical judgment. AI will reshape tasks and roles, but long-term career growth will still depend on the ability to apply insight, take responsibility, and make sound decisions in increasingly complex environments.”

Get Your S*** Together (or GYST for short) is a new column that tackles the realities of adulting and figuring life out along the way.