Background: The digital health literacy instrument (DHLI) was developed in 2017 to measure individuals’ ability to access, understand, evaluate, and apply online health information. Since that time, digital health has shifted from desktop-based internet use to mobile devices, and there has been a rapidly expanding range of health apps. Additionally, heightened privacy and data security requirements have increased the complexity of user competencies needed to engage with digital health tools. These developments underscore the need to update the original DHLI. Objective: This study aimed to create an updated version of the DHLI (DHLI 2.0) that reflects current digital health practices and to examine its reliability and validity by exploring associations with user characteristics. Additionally, we aimed to develop a short-form version to facilitate broader use in research and practice. Methods: The instrument was iteratively updated and pilot-tested to retain the original theoretical framework while reflecting current digital health practices, devices, and emerging challenges such as mobile use and data security. Several items were reworded and a new 2-item subscale on digital safety was added. The full DHLI 2.0 comprises 24 items across 8 skill domains. A 16-item short form was developed by iteratively removing 1 or 2 items per subscale based on the “α if item deleted” criterion, while retaining the same subscale structure as the full form. Data to validate the new version of the instrument were collected in June 2024 through an online survey among members of a representative citizen panel in Friesland, a province in the Netherlands (N=2728). Sociodemographics, internet and health-related internet use, general health literacy (measured with the Single Item Literacy Screener), self-reported health, and health care use were assessed. Internal consistency was evaluated using Cronbach α, and construct validity was assessed via Spearman ρ correlations with related constructs. Results: Internal consistency was high for both the full (α=0.94) and short-form (α=0.90) scales. Most subscales showed satisfactory to excellent reliability (α=0.71–0.93), while “Securing privacy” and “Using security measures” demonstrated moderate reliability (α=0.65-0.66). The DHLI 2.0 total scores were approximately normally distributed (skewness –0.5; kurtosis 0.4). As expected, digital health literacy was negatively correlated with age (ρ=−0.39,

Banking house JPMorgan Chase is asking its roughly 65,000 engineers and technologists to use AI tools as part of their regular workflow. Business Insider reported that managers are tracking how often staff use these tools. That use may also influence performance reviews.

The report states employees are encouraged to use tools like ChatGPT and Claude Code when writing code, reviewing documents, or handling routine tasks. Internal systems then classify workers based on their level of use. Some are labelled “light users,” while others fall into a “heavy user” category.

JPMorgan has been using in fraud detection and risk analysis. What stands out here is not the technology itself, but how it is being woven into day-to-day expectations for staff.

According to internal materials cited by Business Insider, managers are paying close attention to how employees use AI tools.

JPMorgan shows AI adoption in banks

Many companies have spent the past two years rolling out AI tools in departments. In most cases, adoption has been uneven. Some teams experiment heavily, while others stick to existing workflows.

JPMorgan is treating AI as a standard part of the job. That creates a more uniform level of adoption in teams. In the past, performance reviews focused on output and accuracy. Now, they may also include how effectively employees use AI tools to reach those results.

That raises a practical question for large organisations. If AI can reduce the time needed for certain tasks, should employees be expected to produce more work in the same amount of time?

Keeping pace with internal change

By tracking use, the bank may be trying to avoid a familiar problem in enterprise software rollouts. Tools are deployed, but adoption is slow, limiting their impact. Making AI part of performance reviews creates a stronger incentive to engage with the technology. It also suggests that AI literacy is becoming a baseline skill, similar to how spreadsheets or code tools became standard over time.

New challenges include employees feeling pressure to use AI even in cases where it does not clearly improve the outcome. There is also the matter of how to measure “good” use, as opposed to simply frequent use.

JPMorgan’s AI risks and efficiency gains

Banks operate in a regulated environment, where introducing AI into more workflows increases the need for oversight.

Tools like ChatGPT and Claude Code can help summarise information or generate drafts, but they can also produce incorrect or incomplete results. That means employees still need to verify outputs before using them in decision-making or client-facing work.

JPMorgan has developed internal controls for AI systems in areas like trading and risk. Expanding use in a broader group of employees may require similar safeguards, creating a situation for the bank in which it wants to improve efficiency, but also needs to ensure that heavier AI use does not introduce new risks.

Other financial institutions are likely watching closely. If tying AI use to performance leads to measurable gains in productivity, similar models may spread in the sector.

The bank’s approach may reshape how companies hire and train employees, and skills like prompt writing and output checks could become part of standard job requirements. JPMorgan’ approach suggests that this change is already underway, at least in banking.

(Photo by IKECHUKWU JULIUS UGWU)

See also: RPA matters, but AI changes how automation works

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