Integrate artificial intelligence (AI) into performance or risk falling behind - that's the message India Inc is sending to employees as large-scale disruption pushes companies across sectors to accelerate use of the technology.
Firms such as Deloitte, Lenovo, Mphasis and Accenture are nudging employees to weave AI into their everyday work and including AI usage in employees' key responsibility areas (KRAs) to drive wider adoption, faster upskilling and enhanced accountability.
Senior leaders are part of the push as well, undergoing AI training and being held responsible for integrating AI-first practices within their functions. With client programmes increasingly shifting to AI-enabled delivery models, leadership involvement signals that AI fluency is no longer optional but a foundational capability.
Deloitte has introduced 'innovation' as a key performance indicator (KPI) centred on responsible AI adoption and AI skilling. Senior business teams are expected to promote the use of organisation-approved AI tools. "This KPI aims to embed innovation into daily work, improve delivery quality and accelerate our tech transformation. Our partners and executive directors also undergo tailored training - their KPIs include the development and implementation of at least one AI tool use case, ensuring leadership-led adoption," said Deepti Sagar, chief people and experience officer, Deloitte India.
The company is also planning to introduce an AI skill badge as a KPI to help employees signal their level of AI expertise. Lenovo has similarly integrated AI into KRAs across functions to build a future-ready workforce. For sales teams, AI-linked KRAs are tied to performance metrics to ensure alignment with business goals.
Across product and technical teams, AI-focused KPIs have become standard, reinforcing expectations around GenAI understanding and integration. "Our rewards ecosystem also reflects this shift; our bonus structure is tied to strategic priorities such as AI, ensuring employees are recognised for driving impact," said Priya Tikare, head of HR at Lenovo India.
At Mphasis, more than 70% of the tech workforce has already been trained on AI tools, and KRAs have been recalibrated to ensure adoption and effective use. "The shift has been rolled out organisation-wide, supporting employees at every level. Its impact is particularly visible in roles where AI can meaningfully accelerate innovation and productivity," said Ravi Vasantraj, global delivery head, Mphasis.
Accenture is encouraging employees to set personal goals outlining how they will incorporate AI into everyday work.
“By doing this, we are nurturing AI fluency, fuelling innovation and creating new ways of working,” said Lakshmi Chandrasekharan, chief human resources officer, Accenture India.
The firm has trained more than 550,000 employees globally in GenAI fundamentals and plans to train its entire 700,000-plus workforce in working with agentic AI.
Structured, tiered learning frameworks are also being rolled out to equip managers with the skills to evaluate AI-augmented KRAs. At Mphasis, for instance, training is delivered at two levels — an introduction to foundational concepts and use cases, followed by deeper technical learning for those requiring more specialised expertise.
Firms such as Deloitte, Lenovo, Mphasis and Accenture are nudging employees to weave AI into their everyday work and including AI usage in employees' key responsibility areas (KRAs) to drive wider adoption, faster upskilling and enhanced accountability.
Senior leaders are part of the push as well, undergoing AI training and being held responsible for integrating AI-first practices within their functions. With client programmes increasingly shifting to AI-enabled delivery models, leadership involvement signals that AI fluency is no longer optional but a foundational capability.
Deloitte has introduced 'innovation' as a key performance indicator (KPI) centred on responsible AI adoption and AI skilling. Senior business teams are expected to promote the use of organisation-approved AI tools. "This KPI aims to embed innovation into daily work, improve delivery quality and accelerate our tech transformation. Our partners and executive directors also undergo tailored training - their KPIs include the development and implementation of at least one AI tool use case, ensuring leadership-led adoption," said Deepti Sagar, chief people and experience officer, Deloitte India.
The company is also planning to introduce an AI skill badge as a KPI to help employees signal their level of AI expertise. Lenovo has similarly integrated AI into KRAs across functions to build a future-ready workforce. For sales teams, AI-linked KRAs are tied to performance metrics to ensure alignment with business goals.
Across product and technical teams, AI-focused KPIs have become standard, reinforcing expectations around GenAI understanding and integration. "Our rewards ecosystem also reflects this shift; our bonus structure is tied to strategic priorities such as AI, ensuring employees are recognised for driving impact," said Priya Tikare, head of HR at Lenovo India.
At Mphasis, more than 70% of the tech workforce has already been trained on AI tools, and KRAs have been recalibrated to ensure adoption and effective use. "The shift has been rolled out organisation-wide, supporting employees at every level. Its impact is particularly visible in roles where AI can meaningfully accelerate innovation and productivity," said Ravi Vasantraj, global delivery head, Mphasis.
Accenture is encouraging employees to set personal goals outlining how they will incorporate AI into everyday work.
“By doing this, we are nurturing AI fluency, fuelling innovation and creating new ways of working,” said Lakshmi Chandrasekharan, chief human resources officer, Accenture India.
The firm has trained more than 550,000 employees globally in GenAI fundamentals and plans to train its entire 700,000-plus workforce in working with agentic AI.
Structured, tiered learning frameworks are also being rolled out to equip managers with the skills to evaluate AI-augmented KRAs. At Mphasis, for instance, training is delivered at two levels — an introduction to foundational concepts and use cases, followed by deeper technical learning for those requiring more specialised expertise.