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PwC is urging staff to review the accuracy of output generated by artificial intelligence tools, ensuring the technology does not lead them to make decisions based on “missing context” or “biased conclusions.”
In an exclusive interview with HR Grapevine, Chief People & Inclusion Officer Yolanda Seals-Coffield says employees at the consulting firm are told to embrace 'The Pause' and question AI's logic.
Research suggests as few as a third of companies have responsible controls for current AI models.
Analysis conducted by PwC finds that encouraging “responsible AI” usage can lead to measurable returns in innovation, performance, and trust.
What is ‘The Pause’ and why does it matter?
While bosses at firms such as Walmart, Citi, and Cisco have touted the potential for productivity gains and cost savings thanks to AI, concerns remain over whether employees are using it safely, including a lack of governance or human oversight when the tech is used for decision-making.
Recognising the risks of unchecked AI usage, Seals-Coffield describes The Pause as a “simple habit that matters now more than ever – both for accuracy and accountability.”
We want our people to stay engaged while having the discipline to use automation as a tool, not to just rely on it without context
“It’s how we bring our years of experience and human judgment to the center of our work,” she explains. “We want our people to stay engaged while having the discipline to use automation as a tool, not to just rely on it without context.”
The CPO says the consulting firm has built the habit into its training programmes, including 'AI + Human Skills immersion sessions' targeted at new hires and firm-wide learning pathways.
Pushing staff to ensure it becomes part of everyday decision-making, Seals-Coffield tells HR Grapevine that a failure to reflect on AI-generated outputs can lead to important decisions being made based on “inputs, missing context, or biased conclusions.”
“These issues can affect not just outcomes but also trust and the overall quality of work delivered,” she continues.
The Pause reportedly already helps PwC’s teams to catch gaps in data, raise questions before decisions are finalized, and align their work with client needs: “It’s helping us deliver higher-quality work, reduce risk, and meet client goals with more confidence.”
‘A lot of pressure’ to move quickly with AI
Broader concerns over the safe and ethical use of AI are particularly strong due to the pace at which the technology has entered the workplace, and an emphasis by executives on cost-cutting and efficiency over safety and governance.
Seals-Coffield accepts there is often “lot of pressure to move quickly and deliver outcomes, especially as leaders balance tight timelines, rapid innovation, and rising expectations.”
“In that kind of environment, reflection and critical thinking can unintentionally take a back seat,” she warns. “Not because they aren’t valued, but because they aren’t always built into how decisions get made.”
PwC’s leadership team are pushing all staff to change the habit itself, teaching teams to slow down enough to ask the right questions and test assumptions.
“Progress and caution can certainly coexist, and sustainable progress comes from making space for both,” Seals-Coffield adds.
How to create a critical thinking culture
The chief people officer has guidance for other employers on implementing The Pause and encouraging more responsible AI adoption.
In practice, encouraging the habit involves a blend of leadership role-modelling, changes to day-to-day processes like meetings, and wider training initiatives.
Citing the company’s culture of apprenticeship, Seals-Coffield says PwC staff learn from leaders through “real-time coaching, observation, and two-way feedback.”
This means those in senior roles must “set the tone,” sharing “how they approach decisions and the outcomes of those decisions.”
“It’s how many of us learned growing up,” the people leader explains. “Getting the right answer mattered, but understanding how we got there mattered just as much, if not more.”
We’ve put a Responsible AI framework in place that outlines how AI should be developed and used, including clear roles, testing protocols, and when human review is required
The CPO suggests that when teams see leaders exhibit reflection, they’re more likely to build those habits themselves as they view reflection as a “part of the job.”
“It signals that critical thinking is expected, not optional,” she continues. “PwC’s leaders coach in real time and help others learn through the work itself. That kind of everyday modeling has a ripple effect.”
Seals-Coffield says HR and people teams can reinforce this in their workplace by creating space for critical thinking in how teams operate, during “meetings, feedback discussions, or day-to-day workflows.”
PwC also weaves critical thinking skills into its learning and development programs at scale.
During the AI + Human Skills immersion sessions, for example, new associates are expected to “pause, question outputs, and apply sound judgment” when using AI to solve real business scenarios.
Since implementing The Pause, PwC says it has seen teams “test assumptions more consistently and raise issues earlier,” not just in training environments, but in real-world work with clients.
The case for responsible AI
Seals-Coffield ends by making the case for responsible AI measures and calling on more workplaces to follow suit, citing the improvements in ROI, efficiency, innovation, and customer experience reported by executives who embrace such practices.
With two-fifths of US workers reporting that their company has no organization-wide AI strategy – and nearly a quarter unsure as to whether one exists – there is evidently a persistent lack of control from employers over how their staff use these tools at work.
“We’ve put a Responsible AI framework in place that outlines how AI should be developed and used, including clear roles, testing protocols, and when human review is required,” PwC’s CPO concludes. “Employers should focus on building processes that support transparency, accountability, and human oversight.”
To learn more about PwC’s AI adoption journey, including prompting parties and time-saving agents, read our April Interview with US Workforce Transformation Leader Anthony Abbatiello.
