AI (Artificial Intellegence)

Summit Recap: How Great Leaders Can ‘Zoom Out’ to Build a Better Workplace

2025-04-10T02:00:10-04:00

Michael C. Bush, CEO of Great Place To Work, started the conversation with leaders about how investing in people offers answers for a complicated business landscape.

If there’s one thing business leaders should do in this moment, it is to “zoom out.”

That’s the message from Michael C. Bush, CEO of Great Place To Work in his keynote to start the For All Summit™ in Las Vegas. His advice is based in brain science, and how leaders can get fixated and miss the bigger picture.

“Right now the whole world seems to be zooming in — on what we fear, what divides us,” Bush says. “Businesses focus on pieces: AI, profit, the topline.”

A myopic view misses crucial context that underpins free trade, a fair exchange where both sides of the deal have something to gain.

The For All Summit is highlighting leaders who don’t accept this as the only way of doing business. And Bush’s message is pointed: “The purpose of business is to improve life for all people.”

Shareholders still reap the immense benefits of commerce, but so do employees, customers, and societies.

Can this approach compare with a more greed-based approach? Stories like Hilton say that creating a great workplace leads to impressive business results. From 2014 to 2024, the market cap for Hilton doubled. At the same time Hilton steadily rose on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List, placing No. 1 for 2024 and 2025.

The secret ingredient? Trust.

“Trust is the universal currency,” Bush says. “Trust is how people who believe very different things can work together.”

How Hilton builds trust

How does Hilton build trust?

Laura Fuentes, EVP, chief human resources officer and head of Hilton supply management, talked about the importance of listening to employee voices – and how their feedback is changing how the company operates.

“In a way, we have a global listening crisis right now,” Fuentes says of the political and economic upheaval around the world driving lower levels of trust in institutions. To combat this, she asks herself and her team to act as “chief listening officers.”

What does that look like? Listening twice as much as speaking. “If I find myself talking too much, I’m not doing my job well,” Fuentes says.

The most important step might be the one that comes after a listening session. “You need to have a tight listen/act ratio,” Fuentes says. “We want to show that stories and feedback drive action.”

One example is how an employee shared their personal story with Fuentes about how a personal tragedy impacted his life, both at work and beyond, and the ways that Hilton both supported him and fell short. In response, Hilton launched a Crisis Concierge to support employees facing an emergency or trauma.

“Listening is your superpower,” Fuentes says.

How trust matters to investors

Hilton’s financial performance hasn’t gone unnoticed by financial markets. The hotel chain is the most profitable investment ever made by Blackstone, the private equity group with $1.1 trillion in assets and managing a portfolio of 250 companies.

Investors like Blackstone care deeply about employee engagement and the level of trust across a workforce.

“Numbers follow people,” says Courtney della Cava, senior managing director and global head of portfolio talent & organizational performance at Blackstone. In her role, she focuses on ensuring the right management team is in place to drive value at the companies in which Blackstone invests.

“The No. 1 thing we can get right is leadership,” she says. Her remit is to look for learners, people with self-awareness and the grit to persevere. “We worry when somebody has all the answers,” she says. The No. 1 indicator of a leader with a learning mindset? They can tell you about a mistake they made, and how they responded.

Blackstone absolutely considers a chief human resources officer (CHRO) to be an essential part of the leadership team that drives success.

And Great Place To Work data plays a crucial role in helping these top leaders understand the preparedness of their workforce.

At Synchrony, No. 2 on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For list in 2025, the board of directors is heavily engaged with employee survey data through Great Place To Work. “It’s invaluable,” says Laurel Richie, a board member at the financial services leader.

^{Michael C. Bush interviews Brian Doubles, CEO of Synchrony and Laurel Richie, an independent member of Synchrony's board.}

“You read the report and you look at data: 90% of employees feel heard,” she says. Another metric she cares about: “90% of employees feel their manager seeks their input.”

This data is a leading indicator that Synchrony is on the right track. “That’s what stood out to me and gives me confidence that Synchrony is on a path of continued growth,” Richie says.

Opening doors to opportunity with trust

A foundation of trust is what unlocks potential for companies, a point that was driven home by Anirudh Devgan, PhD., CEO of Cadence.

^{Michael C. Bush interviews Anirudh Devgan, CEO at Cadence, at the For All Summit in Las Vegas.}

“Culture is super critical,” he shared with the Summit audience. “Everyone says they are customer focused — but if you don’t have the right team and the right technology, you won’t have the right customers.”

For Cadence, building a high-performance culture has three layers. At the foundation is trust and integrity. On top of that are the opportunities offered to every employee, regardless of who they are or what they do. From those layers of trust and opportunity is a meritocracy that drives excellence across the organization.

“Opportunity for all is a competitive advantage to get the best talent,” Devgan says. “If we build a culture where we attract the best people, we will perform better for our customers.”

For these leaders, this is a better way to do business.

“We are not doing it for charitable purposes,” Devgan says. “We are a great place to work because it helps our business.”

But don’t take these leaders’ word for it. Just check their financial performance, and the performance other Fortune 100 Best 카지노 커뮤니티 추천 to Work For.

Join the livestream of the 2025 For All Summit mainstage, or join us next year for our premier leadership event.

4 Global Workplace Trends Shaping Employee Experiences in 2025

2025-03-24T07:11:10-04:00

Do workplace trends in the U.S. match the trends found in other parts of the world?

For leaders at multinational companies like those honored on the Fortune World’s Best Workplaces™ list, a global perspective is required for success. Great Place To Work’s network of offices all around the world share data-backed insight into the drivers of workplace culture from Singapore to Argentina.

With over 20 million employees surveyed annually, decades of research on the culture drivers of business performance show that the employee experience affects bottom line results, no matter what country you live in.

However, some workplace challenges are confined to geographic borders. For leaders with responsibilities on multiple continents, there’s one question that must be answered: What workplace trends are affecting workers in every workplace all around the world?

4 global trends to watch

These are four trends that experts at Great Place To Work® shared as deserving your undivided attention:

1. Artificial intelligence transformation and employee anxiety

The impact of AI on the workplace is top of mind for leaders all over the world.

Only 51% of employees globally said they were excited to use AI to improve their work and only 45% believe their company will use AI in a way that benefits them, per a global survey from Great Place To Work.

This friction is a problem for leaders who need to rapidly adapt to the latest technology that is transforming their market.

“In Southeast Asia (SEA), the rapid adoption of AI and automation is transforming the workplace,” says Evelyn Kwek, managing director, Great Place To Work ASEAN and Great Place To Work Australia & New Zealand. Countries like Thailand are pushing forward with the expectation of significant economic benefits.

What’s holding back progress? “A shortage of AI talent and the need for reskilling,” Kwek says. As an example, she points to Indonesia with a large, unskilled workforce of 280 million people who will need training to take part in the new AI economy. “Many job roles are at risk of disruption, highlighting the urgency for workforce development,” she says.

^{Leaders joined Great Place To Work to celebrate the Best Workplaces in Germany.}

In Europe, AI technology is helping to improve HR practices and functions, including onboarding and employee management.

“Automation in HR is expected to grow, simplifying tasks and reducing administrative burdens, which allows HR professionals to focus on strategic initiatives,” says Seema Shah, director of consulting at Great Place To Work’s U.K. office.

Europeans are also worried about the impact of AI on their jobs. “HR will also be dealing with the effects of AI on employees,” Shah says. “For example, fears that AI may replace them, and the need to equip employees with the skills to use new technologies.”

Employees need to hear form leaders about how AI will affect them, says Renan González Nieto, CEOfor Great Place To Work Mexico, Caribbean & Central America.

"While AI enhances efficiency, organizations must reinforce what technology cannot replace — empathy, human connection, and ethical leadership — to maintain a thriving culture," he says.

2. Leadership is a crucial business driver

Leadership plays a critical role in driving culture outcomes that contribute to business performance.

Transparent leadership make a big difference for companies in the U.K., Shah says. “It’s important for leadership to be authentic in their leadership style as well as compassionate,” she says.

Leadership is a defining factor in workplace culture in Southeast Asia, too. “Strong leadership is increasingly seen as critical to sustaining a high-trust workplace,” Kwek says. “Employees value leaders who demonstrate integrity, foster open two-way communication, collaborate with staff, and show genuine care for their well-being.”

^{Celebrating the Best Workplaces in Singapore with Great Place To Work.}

Research from Great Place To Work in Singapore shows that employees who have high confidence in their leaders consistently report a more positive workplace experience. “This remains true even in times of uncertainty, reinforcing the pivotal role leadership plays in maintaining a resilient and engaged workforce,” Kwek adds.

3. Declining well-being contributes to lower levels of trust

Well-being has declined globally post-pandemic according to Gallup, a trend which matches similar movement in the U.S. found by researchers from Johns Hopkins University and Great Place To Work.

Couple this with the global decline in trust in employers, as found in Edelman’s 2025 Trust Barometer, and the picture becomes clear: Lower levels of well-being and trust are contributing to lower engagement for workers all over the world.

"Trust levels have declined significantly in Mexico and globally, making it harder to attract and retain talent," Nieto says. "This is evident as the Employer Net Promoter Score (eNPS) has dropped in many organizations, showing fewer employees willing to recommend their workplace."

In research from the United Kingdom, frontline managers in particular face higher levels of burnout.

“Frontline managers, who are trapped between growing pressures from leaders and managing an increasingly stressed workforce, report the lowest levels of wellbeing in the U.K. workforce,” Shah says.

The solution? “A great workplace will take a holistic view to well-being,” Shah says. In particular, supporting the squeezed frontline manager so they in turn can model healthy behaviors and set the tone for their teams.”

For employees all over the world, well-being is a key factor in whether they will stay with an organization or seek new opportunities elsewhere.

"Employees now prioritize safe, respectful, and supportive workplaces," Nieto says of Central America and the Caribbean. "카지노 커뮤니티 추천 that fail to address mental health and emotional security risk lower productivity, higher turnover, and difficulty in attracting talent."

4. Gen Z’s rising influence on the global workforce

“It is a reality that multiple generations coexist in the same workplace,” says Jorge E. Garcia, marketing and communications director for Great Place To Work Argentina. “For human capital teams, this presents a challenge, as creating a positive and inclusive employee experience is complex — especially in areas such as benefits, onboarding, and more.”

^{Celebrating the Best Workplaces in Argentina with Great Place To Work.}

Demographic changes in Southeast Asia require a new approach to talent management, Kwek says.

“By 2025, Gen Z and Millennials will make up the majority of Southeast Asia’s workforce, with Gen Z alone comprising nearly a third globally,” she explains. “As their demographic advantage peaks by 2045, Gen Zs digital expertise, adaptability, and entrepreneurial mindset will play a pivotal role in driving innovation and economic growth.”

For companies operating in countries with a large Gen Z population, employers are increasingly focused on engaging this demographic.

“We have seen that successful organizations adapt by evolving how they communicate and collaborate,” Kwek says. “Leaders must recognize that past approaches may not resonate with this generation while also managing the diverse expectations of a multi-generational workforce.”

Garcia’s advice? Get better at listening to employees so you can personalize their experience to meet their specific needs — and employee surveys are a great place to start.

“It is essential not to assume what employees are experiencing within the organization or draw conclusions based on informal conversations,” Garcia says. He offers some best practices to ensure your survey builds trust:

Ensure survey responses are confidential and protected. “Employees should feel safe to share their experiences honestly and without fear of retaliation,” he says.
Communicate clearly about your survey. Explain why the survey is being conducted, it’s business purpose, and how results will be used, he says.
Take timely action based on feedback. Make sure employees can see the impact of their participation in the survey with quick action based on survey results. If something cannot be implemented, be sure to communicate that decision clearly.

Workplace culture can be a powerful differentiator in an increasingly competitive market for global talent. As new generations enter the workforce, leaders need to update their expectations to find success.

“In fast-growing markets like Vietnam and Indonesia, engaging Gen Zs effectively goes beyond competitive pay,” Kwek says. Instead, employee recognition, transparent communication and meaningful work are building stronger connections between employees and the companies they work for.

“Adapting to Gen Z expectations isn’t just about retention — it’s a competitive advantage,” Kwek says.

Benchmark your workplace culture and tie your results to business performance with Great Place To Work®. Get started with 카지노커뮤니티™.

TP's Alan Winters on the Potential for AI to Help Its People Build a Better Workplace

2025-03-17T10:04:39-04:00

The chief people and diversity officer will speak to attendees at the For All Summit™ in Las Vegas April 8-10 about how his company is using AI to support employees.

A global company the size of Teleperformance (now going by TP) — operations in 100 countries — means that hiring processes have to be efficient. Their target? From application to job offer in just seven days, a breakneck pace made possible by technology.

But Alan Winters, chief people and diversity officer at the company, says the company takes care to ensure decisions remain human. Their approach will be shared in detail at the For All Summit on April 8-10 in Las Vegas.

We spoke with Winters about the current HR landscape, technology’s role in driving excellence, and what advice he has for other HR leaders in our latest “How I Got Here” conversation.

What’s your daily routine or morning ritual to start the workday on the right note?

Winters: I normally have the first 30 minutes blocked off for no meetings, to allow me time to address any critical priorities that evolved overnight. As a global organization with operations in 100 countries, we operate 24/7. If you look at my calendar, it’s color-coded. I'll look at the week coming up and my meetings and what's critical, especially anything with due dates or deliverables, just to make sure I'm ready. I've got notepads for one-on-ones and meetings to help me keep things organized, which relate to what's whatever's on my calendar.

In addition to my morning routine, I also have a Friday afternoon routine to help end the formal workweek. On Friday afternoons, I dedicate an hour or so to visit LinkedIn and reach out to someone from my network who I've not contacted in a while. I send an e-mail via LinkedIn — just checking in to keep my network alive and help maintain strong professional relationships. That could be someone within TP, someone at a company I've worked with in the past, or just people I've met through network connections.

What was the turning point that sent you down the path to your current role and work? Any advice you would give to your younger self?

Winters: The turning point that led to my current role was four years ago at TP, when I was in a board meeting where we reviewed normal business topics. At the end of the meeting, I typed an e-mail and sent it to our CEO highlighting items that I thought were missing or areas where I felt we needed to add more focus. One of those items was the need to have a global head of HR. I shared some key reasons for my recommendation, and what I thought the company should do. The CEO reviewed my recommendations and passed around my suggestion for a Global head of HR to other members of the executive committee. A few committee members agreed, and then they asked me to step into the role. That's how I got in the job I'm in today.

The advice I would give to my younger self is to fully participate when attending a meeting. If you're invited, don't just sit on the sidelines. Be actively involved.

An example: Before my time at TP, I was the head of customer care at another company. At that time, we had regular meetings with all the C-level executives of the company. In the middle of the boardroom was a big table, with chairs all around the outside. The first time I attended the meeting with my boss, he sat down in a chair on the perimeter of the room. However, I sat at the table.

And others were all looking at me like, “What are you doing? You can't sit there. That's where all the C-levels sit.” And I said, “Well, if you're going to invite me to the meeting, I'm going to sit at the adult table and participate.”

What’s the biggest workplace or HR challenge facing leaders in the year ahead? What should be top of mind?

Winters: HR is facing several challenges this year, including the unknown impacts of AI on organizations, its managers and people. Also, significant geopolitical changes. Some highly visible companies have rolled back DEI programs so the pendulum is swinging there, and I think it is going to have a massive impact on how people approach sourcing and hiring, which will have an impact on culture and employee experience.

How is AI changing how you do your work? Any big lessons or takeaways?

Winters: At TP, we use advanced AI tools to help collect and analyze data on a large scale, which empowers our management teams and TP Experts to make stronger, more informed decisions in support of our clients and their customers. It requires us to think more strategically to identify and understand what challenges we are trying to solve.

For example, when recruiting for our front-line TP Expert roles globally, our goal is to get a candidate from job application to job offer in just seven days. That includes interviews, assessments and evaluations. We use AI tools to help us scale recruitment activities to hire the right qualified candidates, but it’s also important for us to retain people as part of the equation when making the final decision.

What’s the No. 1 thing that companies are not paying enough attention to when it comes to AI and/or workplace culture?

Winters: When it comes to AI and workplace culture, I recommend avoiding the pitfalls of implementing an AI program just for the sake of implementing an AI program. In some cases, AI-powered tools might be a strong solution, which is great. But before making that decision, it becomes critical to really drill down and pinpoint the problem you’re trying to solve. Then from there, find the best solution.

If you think about the Six Sigma approach, the Five Whys, ask why you're going to do this. Why do we need this? What problem or problems is it going to solve? And then try to understand the potential unintended consequences. If you try to automate everything to save money, it’s important to understand the downstream impact.

Today’s advanced tech tools are likely to allow organizations to automate around 90% of the hiring process. But if you're a people-focused company, do you really want that? It would result in new employees’ first experiences with the company being 100 percent automated, with them not really understanding the organization’s culture and people.

What is your favorite piece of career advice you’ve ever received? Why?

Winters: “Don't let perfection be the enemy of good.” Most of the time, good is okay, just so you can move fast to get things done. If you wait for perfection, it's never going to happen.

The other one is: In one minute, I can change my attitude. In that minute, I can change my entire day. This mindset helps you reframe things and put issues or problems or challenges in context, to avoid having one issue derail your day, week, or month.

Also, I’m fond of a famous quote from Maya Angelou: “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

What book or podcast would you recommend to our community of leaders trying to build better workplaces and companies?

Winters: “Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI.” It’s very relevant for TP, as we’ve been accelerating our digital transformation with advanced AI tools that empower our people to deliver simpler, faster, more empathetic and safe solutions to clients.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Winters: I would change how people connect with each other because I think that's going to be even more challenging as AI becomes more advanced from a human perspective.

How we manage and engage with each other matters so much. If you think about the amount of information that you can collect to understand someone better and how that information should be connected to help them onboard in a professional role, I think that’s really important.

When you hire someone, they've got this short runway to be able to add value and produce in their new role. So, if you’re looking at their mid-year or annual appraisals to determine if they are aligned with your culture, then you’re making decisions — whether it’s a promotion, an evaluation, corrective action or termination — simply by looking at the data and not having connected with the employee. Then you’re really not helping that person.

Stronger connectedness and relationship building helps you make decisions about that whole person, versus one piece of information. It may be that they're performing at a certain level, but have you done anything to help them get up to speed quicker?

Report: How To Boost Employee Trust in AI

2025-03-03T07:00:30-05:00

Here are the behaviors and practices that great companies are using to engage employees in AI transformation.

The rise of AI technology offers immense opportunity for business leaders — but with opportunity comes risk.

Almost 90% of leaders anticipate that deploying AI will drive revenue growth in the next three years, per McKinsey. However, businesses have a poor track record of achieving the transformation required to realize those opportunities.

Nearly 70% of corporate transformations fail, McKinsey says. That means your odds of being an AI success story are lower than you think.

Great Place To Work’s research shows that failing to train your workforce on AI tools is a big mistake. When employees say they receive training and development, they are 20% more likely to be engaged AI adopters, per a 2024 survey of 190,000 employees.

Other experiences that build trust in AI? Involving employees in the decision-making process and ensuring that every employee gets a fair share of company profits. When employees say they have a voice in decisions that affect them and that they are fairly compensated for the value they bring to the organization, they are 20% and 60% more likely, respectively, to adapt to AI quickly.

The practices that create and promote those experiences are the focus of a new report, titled, “Winning the AI Race: Strategies that Drive AI Adoption, Employee Performance, and Financial Growth.”

The report explores key challenges for AI transformation and how great workplace cultures are building trust and boosting agility for employees. The report shares:

Key mistakes that undermine trust in AI initiatives
Leadership behaviors that build trust in AI at great workplaces
Examples from award-winning companies like the Fortune 100 Best 카지노 커뮤니티 추천 to Work For®

Download your copy of the report today.

Addressing the skills gap

Jobs are changing. By 2030, 70% of the skills used in most jobs will change, according to LinkedIn. Since 2022, there has been a 140% increase in the pace at which LinkedIn members add new skills to their profiles. In the U.S., nearly 20% of workers hired today have job titles that didn’t exist in 2000.

The catalyst? AI.

However, leaders make a mistake when they focus only on adding new talent rather than investing in training the employees already on their payroll.

In the first place, you might not have an accurate picture of how AI is already being used by employees. C-suite leaders estimate that only 4% of their employees use generative AI for at least 30% of their work, McKinsey reports. When you ask employees, the share of those who say they use AI for at least 30% of tasks is three times higher.

What’s more, training your employees on AI is a market inefficiency that offers a real competitive advantage. Per a Microsoft report, only 39% of people globally who use AI at work have gotten AI training from their company.

Examples from companies like Adobe, KPMG, Rocket Mortgage, DHL Express, Bank of America, ServiceNow, Slalom, Cadence, Hilton, and more reveal a proven playbook for HR and C-suite leaders rolling out AI technology in the workplace.

Learn directly from the best about their AI strategies at the For All Summit™ in Las Vegas, April 8-10.

A proven track record of business performance

This approach to AI has bigger implications for your company, too.

The findings in the report are built upon Great Place To Work’s 30+ years of studying the workplace, research used to create the Great Place To Work Model.

At the heart of the model is trust — a measure of the consistent experience of employees with their leaders, their colleagues, and the overall organization. In every industry, all around the world, companies that have higher scores in this model see stronger business performance.

The companies with the highest scores, those that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List, outperform the market by nearly four times the average. 카지노 커뮤니티 추천 that invest in trust have stronger performance during economic downturns, and report higher levels of innovation.

The level of trust in your organization is a crucial indicator of AI performance.

“Trust tells workers their employer will use AI in a way that will make their workplace experience better and more equitable,” says Michael C. Bush, CEO of Great Place To Work. “Consumers will look to see where people work to decide if they can trust their favorite brands. You can trust how a company uses AI if you know their employees trust them.”

What you can do to build trust

For leaders who are looking to build trust with employees amid the change and uncertainty of the AI era, the report has three recommendations:

1. Embrace transparency. Communicate how you expect jobs to change, what roles will be eliminated, and what roles might be added. Be clear when new roles will not necessarily be filled by those whose roles are eliminated.

2. Commit to developing your workforce. Invest in employees with skills training that allows them to compete for new opportunities within your company and grow their value in the labor market.

3. Build a magnetic, indispensable culture. Strive to offer employees an experience that makes them want to stay long-term and grow alongside the business. New AI technology offers the potential to unlock a new way of doing business, but the tactics that will succeed follow the same principles that have allowed great workplaces to weather market disruptions and global crises for the last 50 years.

Leaders have a choice. The data proves that trust-obsessed companies will dramatically outperform the competition. Great workplaces are going to win the AI race — period.

Download the report today.

Why the For All Summit Should Be Your Top Destination for Workplace Insights

2025-02-24T09:21:02-05:00

The exclusive event in Las Vegas, April 8-10, offers access to leaders at award-winning companies sharing lessons learned building high-performance teams.

There’s no better place to learn effective strategies and tactics for building a high-performance company than the Great Place To Work® For All Summit™.

This year’s event in Las Vegas from April 8-10 will explore key challenges facing HR and business leaders today:

Using AI to enhance human performance
Preserving trust in leadership amid constant change
Designing workplaces where every employee can do their best work

Above all, this year’s event will focus on a simple question: How can workplace culture drive the business performance (agility, productivity, and innovation) that this market demands?

Answers may come from speakers like Angela Duckworth, best-selling author of “Grit,” who returns to the Summit mainstage this year. Last year, she shared her tips for anyone wanting to build grit:

1. Develop your interests

2. Practice like an expert

3. Cultivate purpose

4. Adopt a growth mindset

And she made the case for workplace culture as a key ingredient for grittier employees: “I don’t think you can express or develop grit if you don’t have a great place to work.”

Join us April 8-10 to hear more from Duckworth and other leaders about how culture drives business performance in 2025.

Building trust with AI

This year’s event offers a track focused on the potential for AI to improve outcomes for employees in the workplace. How can you turn this technology loose in your organization to offer more opportunities to employees?

You can check out our report on how companies like those that make the Fortune 100 Best 카지노 커뮤니티 추천 to Work For List are doing this in our latest report “Winning the AI Race: Strategies that Drive AI Adoption, Employee Performance, and Financial Growth.”

One case study from the report was a focus session at last year’s Summit with DHL Express. The global logistics company shared key lessons from rolling out its AI-powered internal talent marketplace:

1. Learn how the technology works

Career marketplace platforms are powered by artificial intelligence. That requires leaders to understand how the AI makes connections and recommends different candidates. For DHL, that was a 12-month process to really understand what AI could and couldn’t do for the organization.

2. Focus on meeting the needs of the employee

If you get too focused on questions around “skills” vs. “competencies,” you risk creating a tool that bores employees rather than engaging them.

3. Set clear goals — and measure results

A career marketplace could have many different applications in the organization. At DHL, the tool is already opening new horizons for employees who might otherwise never have had the opportunity to apply.

More companies will be sharing their AI strategies this year. Learn more about our AI track and other tracks here.

Build a culture where every employee contributes

Why do companies on the Fortune 100 Best list outperform the stock market by nearly four times?

They have a high-performance culture where every employee can do their best work. They add invaluable talent, like military veterans who are often overlooked in the civilian workforce. They ensure that neurodivergent employees — an estimated 20% of the global workforce — can find a home in their organization. They ensure every employee, regardless of job level, has the opportunity to learn and develop new skills.

The result is what we call the Great Place To Work Effect.

[Sign up for our exclusive Executive Leader Experience with a masterclass with Trek Bicycles CEO John Burke.]

Any company can create a high-trust, high-performance workplace. It doesn’t matter how big the organization is, what industry you work in, or where in the world you operate. The Great Place To Work Model has been validated all over the world by millions of employees every year.

If your company leaders have doubts about the limitations of their industry or company, look no further than a company like The Wonderful Company, an agricultural producer known for brands like Halos mandarin oranges.

At last year’s Summit, leaders from The Wonderful Company and CarMax shared top tips for engaging frontline employees to help solve important business challenges:

1. Employees are paying attention to what captures your focus. Listening and engaging as a leader is sending a clear signal of how meaningful a topic might be. When you pay attention, you reinforce employees’ sense that their ideas matter.

2. Get buy-in from frontline managers. For any change affecting hourly or frontline employees, frontline managers are essential resources for troubleshooting and developing communications tools.

3. Keep asking questions. Surveys like the Great Place To Work Trust Index™ offer crucial information about the experience of hourly employees. If you believe that hourly employees have just as many good ideas as anyone else in the company, a great company puts its money where its mouth is.

What business challenge can your culture solve? Join us at the For All Summit to find out.

5 Sessions You Won’t Want to Miss at the 2025 For All Summit in Las Vegas

2025-02-05T07:07:23-05:00

Attendees will get the inside scoop on strategies and practices building high-trust workplaces at companies like Hilton, Delta Air Lines, ServiceNow and more.

Concerned about developing your workforce to use AI?

The For All Summit™ is the conference where you can ask leaders at companies from the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List about the strategies that are building trust with employees.

This year’s event will focus on how to connect workforce and HR strategies to financial performance. Leaders can attend a masterclass with Trek CEO John Burke to learn about the people practices that took the bicycle company from millions in revenue to more than $2.5 billion.

CEOs and top leaders from companies like Synchrony, DHL Express, and more will share their insights on the mainstage alongside keynotes from MIT researcher Joy Buolamwini, bestselling author Angela Duckworth, and Hollywood director Jon M. Chu. In exclusive focus sessions, functional leaders will offer insight into the practices driving change at their workplace.

Below are five sessions that you won’t want to miss. Make sure to get your tickets to join us April 8-10 in Las Vegas!

MetLife, PwC, and ServiceNow to share tips for launching AI-powered learning programs

^{PwC employees network and develop leadership skills at the PwC Women’s Consulting Experience event.}

AI tools are changing career paths and offering new ways to develop your workforce. This panel discussion will explore how companies can use AI to help employees learn new skills and connect internal candidates with open positions.

MetLife’s “MyPath” and PwC’s “My Marketplace” platforms use AI-based recommendations to match employees with opportunities based on their skills, experiences, and ambitions, while proactively mitigating bias.“ServiceNow University” revolutionizes learning and development by leveraging AI to create an employee-centric, adaptive, and innovative learning environment that meets the skilling needs of the future and drives business transformation.

Get your tickets for this exciting exploration of the future of talent development.

Wegmans Food Markets to offer listening strategies for deskless, frontline workers

^{Employees at Wegmans Food Markets feel their voice matters, no matter what role or job level they have in the organization.}

As one of only four companies recognized on the Fortune 100 Best list every year since it was first published, Wegmans Food Markets has a winning recipe that other companies can follow.

Peggy Riley, vice president of employee communications and engagement, will share strategies that connect with C-suite leaders, listening programs that engage Wegmans’ 50,000 employees, and tips for building trust with frontline employees.

Get your most pressing questions answered by a leader with long years of experience creating a workplace that employees love.

Delta Air Lines to explore how business resource groups support financial performance

^{Employees at Wegmans Food Markets feel their voice matters, no matter what role or job level they have in the organization.}

Employee resource groups (ERGs) can be powerful tools for driving business performance, from partnering with HR to develop talent, to offering key insight into the employee experience.

Delta Air Lines will discuss how its resource groups are transforming the company and contributing to key business outcomes. Leaders will share strategies that have driven membership growth (19% year-over-year) and offer examples of how Delta’s resource groups contribute to its recent business success.

Connect with other leaders and develop your strategy for turning resource groups into indispensable business assets.

How Hilcorp Energy Company builds trust when adding employees through acquisition

^{With more than 3,000 employees, Hilcorp has become one of the largest privately-owned energy companies in the U.S.}

Through its acquisition strategy, Hilcorp Energy Company has become one of the largest privately owned oil and natural gas producers in the U.S.

How has the company managed those acquisitions to preserve a high-trust culture that has earned recognition on the Fortune 100 Best list 11 times? With 3,000 employees across nine states, the company has a great story to tell about its commitment to developing a robust culture.

Learn how to connect with field employees, the lessons learned from maintaining a flat organizational structure, and how to turn your employee survey data into a strategic action plan.

How Hilton uses AI and virtual reality to scale training for global frontline employees

^{Hilton offers benefits like debt-free education, as well as extensive training programs to allow every team member to learn and grow.}

Can new technology like AI and virtual reality improve training programs for a global frontline workforce? Learn how Hilton is using technology to improve the employee experience and help every team member achieve their full potential in a focus session with Blaire Bhojwani, vice president of learning at Hilton and Martess Green, senior manager of learning at Hilton.

With team members in properties all over the world, there is little that the Hilton team hasn’t experienced first-hand. Before you invest in costly new tech, get answers to your questions about what works and what doesn’t for enhancing training for a global, deskless workforce.

These are just some of the great leaders who will be sharing their wisdom and expertise at the For All Summit. Get your tickets now before they are gone!

Dow’s Alveda Williams Shares Vision for AI to Transform Inclusion at Work

2025-02-03T10:29:13-05:00

The chief inclusion officer at Dow will join our lineup of speakers at the For All Summit in Las Vegas, April 8-10.

How will artificial intelligence technology affect efforts to create inclusion and belonging at work?

Some, like Alveda Williams, chief inclusion officer at Dow, see the potential for AI to improve equity in the workplace. Williams is just one of the speakers who will join us in Las Vegas on April 8-10 at our For All Summit™ to share insights and strategies driving great workplace culture in 2025.

You can check out her session here.

Williams spoke with us for a rapid-fire Q&A that we are sharing as part of our “How I Got Here” series, profiling leaders at high-trust workplaces. See what Williams has to say about AI, her favorite career advice, and more.

Get tickets to hear from her and many other inspiring leaders at the For All Summit here.

How do you think AI will change your work? Are you excited for those changes?

Williams: AI has the potential to transform inclusion, diversity, and equity (ID&E) work in many exciting ways (for example, enhanced data analysis, bias detection in talent practices, tailored training programs, enhanced employee experience, and more). However, it requires careful oversight to avoid reinforcing biases and to ensure that it promotes fairness and inclusion.

What’s your favorite career advice you’ve ever received? Why?

Williams: “Bloom where you are planted.” Exceptional performance and impact delivery where you are builds credibility and opens doors for where you want to be.

What book or podcast would you recommend to our community of leaders trying to build better workplaces?

Williams: The “Better” podcast is a good place to start! Many of the practices that make for great workplaces are company- or industry-agnostic. Learning from other leaders and companies is an easy way to get practical ideas for your workplace.

Catch Alveda Williams’ appearance on the “Better” podcast from Great Place To Work, where she talks about winning strategies for employee resource groups.

What about your job makes you excited to come to work each day?

Williams: I get most excited knowing that the work I do every day is making a meaningful difference for our people, our business, and our society.

If you could wave a magic wand and change one thing about how workplaces operate in the world today, what would it be?

Williams: I would imagine a workplace where the role of chief inclusion officer is not needed because (1) inclusion is the lived experience for every employee and (2) everyone, regardless of their background or difference, has equal access to opportunity to contribute their best.

How the 100 Best 카지노 커뮤니티 추천 Are Training Their Workforce for AI

2025-01-31T07:01:29-05:00

Here’s how to ensure all employees have an opportunity to learn the latest technology and help co-create your AI future.

Are your workers ready for the generative AI revolution?

Data from LinkedIn shows that four in five U.S. employees want more training on artificial intelligence tools, but only 38% of U.S. executives are currently helping employees become more AI-literate. And, more CEOs report investing in the technology (57%) than developing their workforce’s skills and capabilities (43%).

That’s a mistake, according to companies on the 2024 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List.

“As the No. 1 World’s Best Workplace, it’s important to introduce and embrace new technology that offers significant benefits to how we work,” says Michael Leidinger, chief information officer at Hilton.

As the technology promises to remake workflows, companies that remain committed to their people are poised to have the most success.

“I’m focused on the future, and without question, the future of work is fueled by generative AI,” says Michael C. Bush, CEO at Great Place To Work®. “Purpose-driven companies will ensure that AI is used to solve the complex problems that come from assuring all stakeholders thrive in this new machine-architected capitalism.”

All employees should innovate

Great Place To Work research has found that companies where more employees participate in innovation more quickly adapt to changing market conditions. For companies where higher numbers of employees report innovation and inclusion, median year-over-year revenue growth is more than five times higher than companies in the bottom quartile for connecting employees to innovation.

When it comes to AI, that means ensuring that all employees who want to participate have an opportunity to explore and learn.

“If AI is being explored only in your technology organization, the effort will fail,” Sathish Muthukrishnan, chief information, data, and digital officer at Ally Financial, told employees. “Because AI is a game-changing technology, the entire enterprise should understand it and be involved in the journey.”

Here’s how companies on this year’s 100 Best list are enlisting employees to help co-create an AI future:

1. Build cross-functional teams to explore AI opportunities

At Trek Bicycle, the exploration of AI started with its “Advanced Technologies” team, but it launched a company-wide investigation to determine how AI could improve workflows and processes.

The team was convinced that everyone, no matter their position, deserved an equitable opportunity to harness the benefits of AI to make their jobs and lives more enjoyable. The Advanced Technologies team spent several months interviewing every department about how AI might improve their work environment, and employees at all levels of the business were asked to contribute feedback.

From these interviews, the team presented Trek’s senior managers with a list of nearly 40 concrete use-cases for AI. Each project prioritizes current Trek employees’ well-being and is being developed with input from each department.

카지노 커뮤니티 추천 like Crowe have created a space for employees to share their concerns or questions around AI.

“For many people, we realize that the proliferation of AI in the workplace can be scary, raising questions about the pace of learning, tooling applications, and skills expectations,” says Loretta Cambron, Crowe’s technology relations and advocacy leader. “We offer a robust and evolving AI upskilling program, which supports the way adults learn.”

Employees start with a course outlining the basics of generative AI, including learning about ethics and risks. They’re then invited to join Crowe’s “AI Guild,” where they can learn together in real time.

Crowe offers more than 10 guilds — groups that address various strategic business and technology capabilities. “These communities are spaces for casual collaboration, networking, and experiential exposure across business units, for any employee regardless of role or prior experience,” she says.

Rocket 카지노 커뮤니티 추천 ensures that any employee can submit an idea for how AI can improve its products and services. With the company’s forum “ChatRKT” — a bit of wordplay based on its stock symbol — any team member can submit project ideas that could use generative AI. Team members can also see what AI ideas are already being developed or are available currently. 

2. Focus on building trust with employees

Research shows that a global trust crisis threatens to keep companies from taking advantage of technology like AI.

“Trust tells workers their employer will use AI in a way that will make their workplace experience better and more equitable,” says Bush. “Consumers will look to see where people work to decide if they can trust their favorite brands. You can trust how a company uses AI if you know their employees trust them.”

At the 100 Best, 83% of employees say people quickly adapt to change at their organization, compared to just 61% at typical U.S. workplaces. How are 100 Best companies building this high level of trust?

Adobe is committed to developing generative AI responsibly, with creators at the center. Across Adobe’s businesses, generative AI tools seek to enhance, not replace, human imagination and artistry, giving creators every advantage to realize their potential. An AI ethics committee and review board oversees the company’s AI exploration, with members of the board representing a diverse set of life experiences and professional backgrounds.

Adobe says its employees are “customer zero” and therefore play a crucial role in beta testing and providing feedback on new technology, such as Adobe’s new generative AI application Firefly, and it’s Firefly-powered features in products like Photoshop and Illustrator. Since its first Firefly beta in March 2023, Adobe has seen a surge of employee engagement in product beta testing, with thousands of employees participating in 30+ betas over the last year.

Adobe also created “AI@Adobe,” a cross-functional working group to promote, govern, and support employee efforts to implement generative AI into workflows, educate on the complex issues around generative AI, and help teams learn from each other.

By co-creating with employees, Adobe is on the cutting edge of generative AI advances to revolutionize a new era of workplace productivity, ideation, automation, and connectivity.

3. Build dedicated AI learning modules

For companies with learning and development programs, AI has quickly become a focus.

KPMG is investing in AI training for employees with its GenAI 101 program, enhancing workforce capabilities in AI applications. Learners who take the program are introduced to key AI terminology and learn about how AI can be implemented in the workplace, the risks and ethics around AI use, the mechanics of effective AI prompts, and more. Employees are also required to take a “Trusted AI” training program.

At Ally Financial, quarterly “AI Days” offer an opportunity for employees to hear from expert speakers and observe live demos of AI tools and their capabilities. More broadly, an AI Community offers an opportunity for teammates looking to expand their careers, build skills and their confidence using the tools. Learning from peers is encouraged with monthly gatherings for interested employees to participate in office hours with data science experts within the company.

To engage employees to learn, PwC makes AI training for employees engaging through 'PowerUp,' a gamified curriculum that boosts AI literacy across the workforce. With a live trivia game called “PowerUp,” employees can participate in quizzes on firm strategy and other content from PwC’s AI curriculum, earning prizes and creating a reason for employees to come together and connect. Since its launch, PowerUp has more than 9,000 participants in each monthly game across the U.S. and Mexico.

Getting employees ready for AI doesn’t mean you should only focus on the specifics of the technology. 카지노 커뮤니티 추천 like Marriott International see that general digital literacy is a crucial foundation for the future of work, and has made learning and development programs a key part of efforts to engage its frontline associates.

Get more insights

7 Workplace Trends To Watch for in 2025

2025-01-27T07:01:47-05:00

Here’s what our industry experts and researchers are watching closely, and what that means for your workplace.

What workplace trends will shape the employee experience in 2025?

Events of the past year have challenged leaders and forecasters, as the presidential election, the rise of AI, global conflict and more transformed the workplace. In the space of just a couple of years, a war for talent has given way to a drastically different labor market.

In 2024, the trends to watch focused on leadership, developing trust, and supporting mental health. Those trends carry over to 2025 with some added urgency, thanks to the change artificial intelligence is already creating within companies.

Only 51% of employees globally are excited to use AI to improve their work and only 45% believe their company will use AI in a way that benefits them, according to a market survey of nearly 43,000 employees from Great Place To Work®.

This represents an opportunity for high-trust workplaces to leap ahead of the competition, building trust and fostering AI adoption.

“When a workplace is a great place to work for all, all stakeholders will benefit from AI abundance,” says Michael C. Bush, CEO of Great Place To Work. “The secret ingredient is trust. 카지노 커뮤니티 추천 that have it are going to build much faster and go much farther than their competitors.”

Learn more strategies from our workplace culture experts at our For All Summit™, April 8-10, 2025, in Las Vegas, NV.

Here are the trends and considerations that will make or break your workplace culture in 2025:

1. Low engagement, plus global talent shortage drive ‘quit and stay’ risk

The heady days of the “Great Resignation” have given way to a more stable period for employers. Job openings as reported by the Bureau of Labor Statistics have declined from the record highs of 2021, and many industries are experiencing layoffs.

However, there is a labor shortage in the U.S. when looking at specific industries and roles. There are 7.7 million open jobs in the U.S. but only 7.1 million unemployed workers, according to the U.S. Chamber of Commerce. If every unemployed person in the country found a job, there would still be open jobs.

One explanation for this apparent contradiction? Fewer employees are leaving their jobs, a byproduct of rising uncertainty and fear.

“When the world is more uncertain, employees are less likely to leave a stable job,” says Sarah Lewis-Kulin, vice president of global research and recognition at Great Place To Work. That doesn’t mean employers can relax, but rather increases the risk of “quit and stay” — when employees stop fully contributing at work, but don’t look for another job.

With only 18% of employees saying they are “extremely satisfied” with their role, per Gallup, your most engaged employees will be more valuable than ever.

“Your top talent always has options,” Lewis-Kulin says. “They can easily find another workplace where they can contribute, while disengaged employees stick around.”

카지노 커뮤니티 추천 that take a long-term view on talent development and recruitment will come out ahead, even as a hot labor market cools.

Becoming Great Place To Work Certified™ could help retain your top talent and improve recruitment efforts with jobseekers being 15 times more likely to accept a new role at a Certified company.

2. Upskilling an AI-ready workforce becomes more urgent for leaders

Research from the World Economic Forum found that 1 billion people worldwide need to be reskilled by 2030, and traditional training models are falling behind. While AI skills were a top concern for 31% of companies, only 17% are investing in developing workers’ skills, per Deloitte.

The AI skills gap won’t be easily solved by hiring external talent. Even if there were large numbers of credentialed employees looking to join your organization, hiring leaders would still struggle to predict which candidates would succeed after joining the organization.

“The best companies will find ways to retrain top talent and invest in their success,” Bush says. “Rather than looking for degrees or accreditation, leaders can look for key indicators of future performance in their current workforce: grit, curiosity, resilience, and a competitive spirit.”

3. AI redefines career paths and expectations for leaders

HR leaders are focused on the leadership pipeline. Seven in 10 said that their current companies are not equipped to adequately develop middle managers, per Gartner.

Complicating the career path for leaders is the rise of AI, and how the C-suite is looking for efficiency and a return on their investment of nearly $1 trillion.

카지노 커뮤니티 추천 will be looking to use AI to do more with less. Teams will get leaner, and some companies will try to flatten the organization, removing middle management layers completely.

This will upend traditional career paths in many companies — and the answer will require a skills-based approach to talent management. 카지노 커뮤니티 추천 can use tech platforms to connect employees with open projects and new opportunities within the organization.

What it means to be a leader in the organization will also change, accelerating trends already happening in the workforce.

“Being a middle manager is one of the hardest jobs in any organization,” says Tony Bond, chief impact officer at Great Place To Work. In recent years, middle managers have increasingly experienced burnout, with increased demands from top executives and new expectations from those they manage. “The role needs to be reimagined in order for companies to be successful,” Bond says.

Great middle managers will be a player-coach, operating as a force multiplier that empowers their team to do their best work. The ability to mentor and educate will become more valuable, and at the best companies, middle managers will be assessed on their ability to connect their people to innovation and growth opportunities.

“Middle management is where the majority of people leadership happens in the organization,” Bond says. “The experience of your middle managers can determine whether trust is built or broken, or whether innovation is accelerated or stifled.”

Great organizations are investing more resources into developing these leaders, and building systems that enable a different kind of leadership. “They’re normally the last people to learn about a new initiative,” Bond says of middle managers at a typical workplace. “They're asked to implement things without giving input about what’s working on the ground.” If you want to change your workplace culture, start with this influential set of employees.

4. Increased external volatility allows great workplaces to leapfrog their competitors

Many of the trends of the post-pandemic era are being reversed in the general market.

Nicholas Bloom, Stanford professor and leading researcher on the topic of remote work predicts 2025 will see new fights over remote work policies. A new report from Johns Hopkins Carey Business School using Great Place To Work data found that employee well-being has fallen to pre-pandemic levels.

However, remote work isn’t the secret ingredient that guarantees a great workplace experience. Remote work can increase the risk of loneliness, and both in-person and remote work create different challenges across industries and geographies.

The ability to build connection and belonging across your workforce could become a key differentiator in 2025.

“We lost some important cultural practices during the pandemic,” says Julian Lute, senior strategic advisor and Great Place To Work. “While some employees were OK with the company picnic going away, people still need the connections that hold a culture together.”

Great Place To Work research found that companies that celebrate important milestones and accomplishments build a community within their organization that increases trust. As these connections become rarer in the workplace, the companies that build bridges between employees will have a competitive advantage in the year ahead.

5. Financial wellness becomes more important amid tariffs and inflation

Whether or not the new Trump administration follows through on its plans for tariffs on global imports, the uncertain market in 2025 will require companies to take another look at financial well-being.

The most recent presidential election showed just how concerned many people in the U.S. are about their finances and the affordability of important items like houses and cars. Great companies find creative ways to help employees navigate these challenges, from increasing pay to creative solutions like short-term loans to help avoid bad financial decisions.

“Young people in your company are concerned about whether they will be able to retire, if they’ll have access to social security, if they can afford to buy a home, and more,” Lute says. “How can your company offer resources and guidance to help them navigate these fears?”

Financial well-being covers a wide range of programs, Lewis-Kulin adds. For employees who face challenges in other areas of their life, such as LGBTQ employees or parents of transgender kids, financial resources could be a crucial lifeline.

“LGBTQ employees might be asking, ‘Can I afford to relocate?’” Lewis-Kulin says. “Many parents are incurring unexpected legal expenses to adopt their kids and get protective paperwork in order — all of that is expensive.”

Organizations may offer benefits that defray those costs or offer legal benefits as part of an employee assistance program. There are many tools available, and the best companies will invest in resources that meet the specific needs of their people.

Don’t know what those needs are? An employee survey is the best place to start.

6. Great companies will refine and simplify their purpose

With new legal challenges to diversity, equity, inclusion and belonging (DEIB) initiatives, companies must have a laser-focused purpose statement that informs their entire culture.

Many companies will continue to pursue their DEIB initiatives, though the words may change. If a company walks away from DEIB programming, employees will question how the company values their contributions.

For leaders, the answer is to recommit to purpose and to have a specific definition of that purpose for all employees to rally behind. “How can we keep the team focused on our core goals and ensure everyone is actively pursuing them?” Lute asks.

Great Place To Work research shows that purpose leads to higher profits, but only for companies that send a clear message to their workforce about their purpose and immediate goals.

The business case for diversity hasn’t changed. However, leaders will have to revisit their strategies to ensure people with a diverse set of beliefs and backgrounds can join their organization and thrive.

7. Successful employee resource groups build wider bridges across the business

As DEIB priorities and resources shift within organizations, the employee resource groups (ERGs) that survive will build “wide bridges” with multiple connection points across the organization.

Some companies will reorganize groups around shared interests rather than identity or background. The best companies will task these groups with initiatives that have a tangible impact on the business.

One strategy that will be successful is pooling resources between the entire ERG network to create programming that brings more people together. Cultural events will have more than one ERG sponsor, and ERG leaders will work toward shared goals.

The report “Untapped Energy: The Potential of ERGs” outlines strategies to build stronger connections for your ERGs and how to embed them as business-critical arms of the enterprise.

You can learn more about the latest strategies at the ERG Experience at our For All Summit™ on April 8 in Las Vegas. Get tickets to this event here.

Training Employees on AI Tools Builds Trust in ESG

2024-11-15T11:10:53-05:00

Employees are 45% more likely to believe their company makes decisions that benefit the environment when they’re trained on the risks and benefits of using AI.

While optimists believe that artificial intelligence offers the opportunity to improve the lives of workers and build a better workplace, most workers are not so sure.

Three quarters of Americans say AI will reduce the number of jobs in the country over the next decade, per Gallup. And 77% of U.S. adults don’t trust businesses to use AI responsibly.

This is a problem for companies relying on employees to adapt quickly and develop new processes and products that unlock the potential of AI tools.

Learn strategies from other great workplaces at the For All Summit™ April 8-10 in Las Vegas!

The central question is trust: Do workers trust their employers to develop AI tools and products that benefit their careers, their families, and their communities?

“Responsibility to quell those fears sits on the shoulders of every leader,” says Michael C. Bush, CEO of Great Place To Work®. “Employees need to have confidence in their executives before they can trust their use of AI, embrace its potential, and lean in and give extra to solve complex problems.”

AI’s impact on ESG

The issue of trust runs deeper than AI success and the future of work. On multiple fronts, a lack of trust threatens all aspects of the business, including progress on environmental, social, and governance (ESG) efforts.

To meet sustainability goals, organizations need leaders who can build trust.

In a market survey of nearly 43,000 employees globally, Great Place To Work found that only 59% of employees at typical companies say their organization’s business decisions improve society and 53% say those decisions improve the environment.

Interestingly, when employees receive training on AI — learning about the benefits and risks that come with using AI tools — they are more likely to trust their company to meet ESG goals.

“What we’ve found is that as people start to play with AI and get comfortable with it, some of that fear around ‘What is this going to do for me?’ goes away." - Sam Oliver, vice president, people and communities for EMEA at Cisco

When respondents said their organization trained them on the benefits and risks of AI, they were:

40% more likely to say their company’s decisions benefit society
45% more likely to say their company’ s decisions benefit the environment
32% more likely to say their company’s decisions improve well-being for everyone in their community

Despite the excitement around AI, and even the rapid adoption of platforms like ChatGPT, many workers still feel that AI tools are out of reach.

Only one in three employees at a typical workplace around the world say their organization is introducing them to the benefits and risks of using AI tools, according to Great Place To Work research. Giving employees the opportunity to test and innovate with new AI technology makes a big difference.

“What we’ve found is that as people start to play with AI and get comfortable with it, some of that fear around ‘What is this going to do for me?’ goes away,” says Sam Oliver, vice president, people and communities for EMEA at Cisco, at a recent Fortune roundtable. Cisco’s entire HR team is undergoing AI training and learning how the technology might improve their work — not replace it.

Getting every employee to innovate

How can you increase the number of employees who participate in hackathons and sprints around AI? Give more employees the opportunity to innovate. The best companies have systems in place to ensure more employees can contribute ideas.

Great Place To Work research shows that when more employees participate in innovation, companies outperform their competition. 카지노 커뮤니티 추천 with higher percentages of employees getting involved with innovation have 5.5 times more revenue growth than less-innovative counterparts.

“When more employees can contribute to innovation, employees are more likely to say their work is meaningful and want to stay at their company long-term,” Bush says. Great companies are launching cross-functional teams and hosting spaces where interested employees can test the tools.

Yet, at typical companies many employees do not feel encouraged to innovate. Why might your employees decline an invitation to experiment with AI tools? Here are five common barriers:

1. A culture of fear. Employees need psychological safety to take risks and develop new skills. When they don’t feel like they can ask for support to meet basic needs, like taking a day off, they won’t feel safe to take bigger risks.

2. Unfulfilling work. When employees don’t feel connected to the mission of a company, they are less likely to feel encouraged to participate in innovation. The biggest purpose gaps are typically found between higher ranking executives and frontline employees, and great workplaces make a point to empower this overlooked demographic to drive change for the organization.

3. Running too lean. When employees can’t get funding for learning and development conferences, or if they are underpaid for the work they do, they are less likely to participate in innovation. They’re worried about their job, or juggling more than one job to make ends meet. They won’t take time to try new things or prioritize learning and growth.

4. Neglected frontline managers. For individual contributors, having a direct manager who encourages them to innovate or connect them with opportunities to take on new challenges makes all the difference. Yet, these managers are often overlooked by the organization — many report feeling overworked and underappreciated. If you want more employees to participate in innovation, you need to invest in your frontline leaders.

5. Limited development opportunities. Does every employee get training and development, or just “high achievers”? If you aren’t given the opportunity to participate in training, you are less inclined to go the extra mile to try new things. Great workplaces don’t put a ceiling on an employees’ potential, and regularly ask how they can expand access to resources for their entire workforce.

“Employees need to have confidence in their executives before they can trust their use of AI, embrace its potential, and lean in and give extra to solve complex problems.” - Michael C. Bush, CEO, Great Place To Work

Even if you can’t invite every employee to investigate the limits of AI tools at your company, simple communication around how AI is currently being used by your company could make a big difference.

Research shows that there is a big gap between what the C-suite knows about AI use in their organization and what the general workforce knows. In a survey from UKG, 78% of C-suite leaders said their organization was using AI, compared to just 42% of global employees.

That gap represents a powerful opportunity for business leaders, with data showing that educating employees about AI leads to a multitude of positive outcomes.