Innovation

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.

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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.

How the Best Workplaces in Latin America Are More Prepared for AI

2024-08-15T00:03:30-04:00

Six in 10 employees in Latin America are excited to use AI tools in the workplace, but only three in 10 say their employer is investing in developing their AI skills.

Are your employees ready to use artificial intelligence at work?

In Latin America, more than half of employees say they are excited to use AI tools, but only three in 10 say their employer is investing in training them to use AI, according to a Great Place To Work® survey of more than 5,000 employees at typical workplaces across South and Central America, Mexico, and the Caribbean in March of 2024.

While we can expect the number of employees that receive AI training to increase as more companies adopt the technology, some companies will be able to transform and adapt faster than their competitors.

The real differentiator is culture — whether employees resist change or are active participants in innovation. The companies that will be most successful are those that build high levels of trust with employees.

카지노 커뮤니티 추천 that made the 2024 Best Workplaces in Latin America™ List have taken an early lead, with more employees reporting a culture that quickly innovates and adapts to change.

Nine in 10 employees (90%) at companies on the list said their workplace celebrates people who try new things and develop new processes, even if those efforts end in failure. That’s 31 percentage points higher than the typical workplace in Latin America, where only 59% of employees said the same.

Employees at winning workplaces were also more likely to say they received training and development opportunities — 89% compared with just 59% at a typical Latin American company.

A fair workplace for all

When comparing the experience of employees at a typical Latin American workplace with experiences at the Best Workplaces, the biggest difference comes down to fairness.

Do employees feel that managers play favorites or award promotions and opportunities based on merit? At Best Workplaces, the number of employees who said promotions were fair was 74% higher than at typical Latin American companies.

A sense of fairness is a key ingredient for agile and innovative workplace culture. When workers can’t trust that everyone in the organization has an equal chance to get promoted, to receive special training, or to earn higher wages, they might choose not to give extra effort, or stop collaborating with colleagues. Employees might even resort to playing politics and backstabbing to get ahead, experiences that are 100% higher at typical Latin American workplaces compared with those on the Best Workplaces list.

In a Great Place To Work survey of more than 5,000 employees at typical workplaces across South and Central America, Mexico, and the Caribbean, employees who say people avoid politicking and backstabbing at their workplace were 23% more likely to say people give extra effort at their company and 30% more likely to say people adapt quickly to change.

Low trust workplaces will struggle to keep up with the business performance of competitors who are investing in their employees. At the Best Workplaces, nine in 10 employees (91%) said people give extra effort to get the job done at their company, compared to just over two-thirds (64%) of people at a typical Latin American workplace.

Best Workplaces also have higher numbers of employees who say their colleagues quickly adapt to change (93% vs. 64%).

These employee experiences indicate how quickly a company will be able to take advantage of the opportunities created by AI. 카지노 커뮤니티 추천 with employees who are ready to give extra effort and embrace change are less likely to experience the friction that jeopardizes transformation efforts across the business.

How winning companies build trust

Building trust doesn’t happen overnight. 카지노 커뮤니티 추천 must make investments now to build a culture that can overcome any challenge in the business environment.

Here’s how companies on the Best Workplaces in Latin America list are building trust with employees that will drive faster agility and stronger performance in the AI era:

1. Collect feedback from employees across multiple channels — and then take action.

At Teleperformance, the No. 4 multinational company on the list, HR and operations teams work together to analyze listening data from employee surveys and listening sessions each month to develop an action plan for how the company can improve the employee experience. Listening efforts include the annual Great Place To Work survey, as well as pulse surveys and data from the HR helpdesk.

Efforts to engage with employee feedback create a workplace where employees feel they are included in decision making and that management genuinely works to collaborate on new ideas — important experiences for agility and resilience across the organization.

At the Best Workplaces, eight in 10 employees say management involves them in decisions that affect them, and nine in 10 employees say management collaborates to act on new ideas. At the typical workplace in Latin America, only half of employees, or five in 10, said the same for both experiences.

2. Ensure every employee can innovate and contribute new ideas.

Having meaningful innovation opportunities builds employee trust in leaders. At the Best Workplaces, when employees say they have a lot of opportunities to innovate, they are nearly three times more likely to have confidence in their executive team.

At DHL, the No. 1 multinational company on the list, its Campfire portal allows every employee to suggest ideas to digitize its business, such as simplifying reporting on safety incidents and near-misses.

Frontline staff have also contributed ideas for new tools at DHL Supply Chain, like a mechanism developed at a worksite in Pouso Algere, Brazil which prevented trucks from moving when being loaded and unloaded.

3. Find new ideas from overlooked sources of talent.

To get the best ideas, you must recruit the best talent. That’s hard to do if you overlook segments of the population, such as women or individuals from low-income backgrounds.

카지노 커뮤니티 추천 like Accenture, the No. 11 multinational on the list, are working to hire and train people from disadvantaged backgrounds with programs like START — a technology training program founded in fiscal year 2014. In the 2022 fiscal year, over 900 people were trained through the program and 113 of them were employed by Accenture.

Teleperformance is focused on helping women thrive across its Peru and Mexico offices. It launched a mentoring program to help high-performing women attain senior leadership positions, and monitored recruitment and training with dashboards to track changes across regions and departments.

Teleperformance has committed to having at least 30% women on its executive committee by 2023. To date, the company’s global workforce is 54% women with 48% of management positions being held by a woman.

How to make the list

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How Sustainability Enhances the Employee Experience

2024-04-18T07:00:18-04:00

High-trust workplaces will be the most successful at meeting environmental, social, and governance (ESG) goals. Here’s how you can engage your workforce.

Sustainability has become a global business imperative.

Nine in 10 (90%) global institutional investors revise their investments when companies do not at least consider ESG criteria, per a recent survey from EY. In a volatile world, business leaders see the need to invest in green energy to future-proof their organizations.

And customers demand more sustainability, too. A recent Deloitte study found that 67% of participants would pay as much as 41% more for a product that was sustainable. The trend was particularly strong with young consumers.

Sustainability is the future of business. To be successful, you are going to need your whole workforce to be engaged and energized to solve problems and find solutions.

A new generation of leaders

To reach climate and sustainability targets, leaders must change.

“We’ve always thought about how do we reach these Sustainable Development Goals, but rarely do we talk about the people and the leadership that it requires to reach those goals,” says Tony Bond, chief diversity and innovation officer at Great Place To Work®.

“A leader creates an environment where people can flourish — but there’s also a correlation with great leadership and the ability to lead sustainable development initiatives.”

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At the heart of the issue is trust, the core of what Great Place To Work measures via its proprietary survey. If there isn’t trust between employees and leaders, people won’t come forward to address the risks companies face around non-sustainable business practices.

“Who is in the best position to alert leadership of the risk involved in some of the business practices or products that are being made?” Bond asks. “It’s the employee.”

“If we’re not creating a great place to work, how likely is that person to share this information?”

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

“About 3.4 billion people in the world work somewhere. Wouldn’t it make sense if we started there and if we created this great environment for people where they work?” - Tony Bond, chief diversity and innovation officer, Great Place To Work

Quickly making change

카지노 커뮤니티 추천 who can quickly adapt will be in the best position to win amid an energy transition and threats posed by climate change. 카지노 커뮤니티 랭킹 research shows that high-trust workplaces will be much faster than their competition.

At Great Place To Work Certified™ companies, 82% of employees say people in their organization quickly adapt to change. At the typical U.S. workplace, only 61% said the same.

Some of the biggest drivers of agility come down to an employee’s experience with leaders. When employees say their leaders inspire people to give extra effort, they are 58% more likely to be agile. When leaders have a clear vision for the company, employees are 37% more likely to be agile and 33% more likely when they say managers competently assign tasks and resources.

Clarity unlocks purpose

Effective leadership also ensures that purposeful work drives business success.

In a study with Harvard Business School, Great Place To Work data showed that embracing purpose only led to stronger business performance when employees had clear direction from their leaders. When employees reported meaningful work, and leadership that makes its expectations clear, the companies saw stock market returns that were 6.9% higher than the market.

“This last finding underscores the absolute importance of fostering an effective middle manager layer within firms,” wrote the study’s authors. “Managers who buy into the vision of the company and can make daily decisions that guide the firm in the right direction.”

Great workplaces have leaders who can both set a vision and ensure that middle management throughout the organization can carry their message and empower employees.

At Crowe, setting goals included signing the United Nations Global Compact, which outlines targets to help fight for human rights, the environment, and social good around the world. At Scripps Health, a sustainability webpage was published with articles on how to reduce carbon emissions and reports on company sustainability initiatives.

Publishing a sustainability report is often a crucial step for getting everyone in alignment around ESG goals. “It’s served as a really great organizing framework,” Scott Beckman, director of sustainability for PCL Construction told us last year. “It’s caused a lot of internal discussion when we produce it, from the top levels all the way down.”

At Certified companies, 81% of employees said management has a clear vision for the future of the company, compared to just 59% at typical U.S. companies.

Employee resource groups offer innovation

One tool our research has found to be effective for engaging employees on sustainability? Employee resource groups (ERGs).

Members of ERGs are usually highly engaged employees committed to improving the organization and helping to solve business challenges. 카지노 커뮤니티 랭킹 research has found that ERG members at great workplaces are also 30% more likely to have confidence in their executive team than non-members, a key indicator of future success on sustainability goals.

ERG members can also be crucial voices, ensuring that organizations hear from underrepresented demographics when considering their policies. According to the Environmental Protection Agency, crises created by rising global temperatures and environmental hazards will hit socially vulnerable groups the hardest.

카지노 커뮤니티 추천 that can tap into their ERGs will be able to get valuable insight and context for their sustainability practices, ensuring that their efforts have the desired impact for communities facing the worst consequences of climate change.

At Scripps Health, an employee-led sustainability council focuses on improving operations across areas including construction, energy, food, grounds, recycling, supply chain, transportation, and vendor partnerships. Panda Restaurant Group coordinates with its Panda Green Committee ERG to run a drive that recycled 500 pounds of electronic waste in 2022.

Making the commute green

Is offering remote work a way to make your workplace more energy efficient?

A new survey from Bospar found that two-thirds of Americans who work from home say they have taken proactive measures to reduce their carbon footprint. Of those who commute to an office, 66% drive a car, while only 7% take public transit.

“Who is in the best position to alert leadership of the risk involved in some of the business practices or products that are being made? It’s the employee.”

More than three-fourths (77%) of respondents to the same survey said that working from home is better for the planet and 58% of Gen Z and 52% of millennials said that celebrating Earth Day while requiring employees to commute was hypocritical. Reasons for this belief came down to increased carbon emissions from transportation and office buildings (63%) and increased use of hazardous materials in workplace settings (58%).

Great workplaces take this into account. Power Home Remodeling, which has a hybrid work model in which most of its employees commute a few days a week, offers employees $3,500 towards the purchase of a new fully electric vehicle.

Tips for leaders

Want to drive sustainability throughout your organization? Here’s what our data says you can focus on:

1. Focus on clarity.

Make sure your sustainability goals are intrinsically tied to business outcomes and company values. Ask: Where can our organization have the greatest impact? 카지노 커뮤니티 추천 that have clear and effective leadership are seeing that a commitment to purpose drives higher business performance.

2. Involve every employee in sustainability.

ERGs can be helpful partners, providing highly engaged and diverse employee populations to tackle issues across the organization. Can your ERGs do a SWOT analysis of your current sustainability practices or attend leadership meetings on sustainability? Consider making sustainability metrics a KPI for ERG groups.

3. Invest in trust.

By becoming a great workplace, your organization can have a profound impact on employees and the communities where they live and work. If every company in the world offered a high-trust culture, the world could make significant strides toward the 17 Sustainable Development Goals outlined by the United Nations.

“If we’re taking care of people’s well-being in the workplace, that’s a big part of this whole initiative, gender equality, decent work,” Bond says. “About 3.4 billion people in the world work somewhere. Wouldn’t it make sense if we started there and if we created this great environment for people where they work?”

When everyone has a great workplace, the benefits will be felt in many different ways. “카지노 커뮤니티 랭킹 impact on the external environment, socially and environmentally, can be even greater,” Bond says.

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How Active Listening Drives Transformation at the Best Workplaces

2024-03-19T07:01:51-04:00

For companies like Cisco, No.1 on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List in 2023, listening is the secret tool that unlocks agility and innovation.

Kelly Jones, chief people officer at Cisco, joins with Renate Wagner, managing board member at Allianz, for this panel discussion about how listening and inclusive technology create workplaces where more voices are heard, and companies can innovate more quickly and effectively.

Fortune Brand Studio’s Tracey Ferguson moderates.

This video was created in partnership with FORTUNE Brand Studio.

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Without Trust, Your Company Will Resist Rapid Innovation

2024-01-31T07:01:52-05:00

Edelman’s latest Trust Barometer shows growing resistance to innovation. Here’s how you can measure if your workforce is ready for change.

Don’t assume your audience is ready for something new, whether that audience is employees, consumers, or a mix of both.

Edelman’s 2024 Trust Barometer shows growing distrust around innovative ideas and new technologies, from vaccine advances to artificial intelligence. In an online survey of over 32,000 respondents, now in its 24th year, Edelman found people are twice as likely to say innovation is poorly managed versus well managed — 39% compared with 22%.

While the report found that business is the most trusted institution to make sure innovation is safe and accessible (compared to government, NGOs, and the media), no institution had more than 59% approval.

Resistance to innovation was shared by respondents across gender, age, and socioeconomic status. Trust was particularly lower in post-industrial countries like the U.S. and those in Europe.

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That lack of trust has big implications for whether new products and tools will be adopted or rejected.

In the global survey, people who said innovation was managed poorly were ready to reject innovation like AI (43%) and gene-based medicine (41%). Only 26% rejected AI when they said innovation was well-managed.

And the impact will be seen in the bottom line.

카지노 커뮤니티 추천 with the highest “Innovation By All” metric have 550% faster revenue growth compared with companies that have a low score, according to Great Place To Work® research.

Facing a trust crisis

These findings support recommendations from Great Place To Work on the biggest mistakes threatening employee trust amid the rise of AI technology at work.

Top of the list? Don’t assume that everyone already trusts you.

“Business’s trusted status in society is not a given, and without active management could go the same way as trust in government,” wrote Richard Edelman, CEO of Edelman. “The trigger could be mismanagement of innovation, where past failures are still visible today.”

The innovation currently on center stage: AI.

“As you embark on GenAI, check how much confidence your employees’ have in their executives’ judgement,” says Marcus Erb, vice president of data and innovation at Great Place To Work.

Consider how confidence levels change across roles, departments, and personal identities.

“Weak confidence means more doubt, slower progress, and less enthusiasm shared with customers,” Erb warns.

Edelman’s data suggests that a good portion of your audience — whether customers or employees — don’t fully trust you. To find out your weaknesses, it will be crucial to survey and run employee listening sessions to uncover barriers to innovation.

A global trust crisis

Almost every country has more people who see innovation as mismanaged rather than well-managed.

In the U.S., 56% said innovation was mismanaged compared to 14% who believe the opposite. The number of respondents who say innovation is mismanaged is 17 points higher than the global average of 39%.

Respondents were more likely to say they trust their employer, with a global average of 79% saying they trust their company to be ethical and competent.

In the U.S., 79% of respondents said they trust their employer, a 3-point increase from the previous year.

Every employer starts out with a certain amount of trust in the bank — a level of trust built over time with employees.

“Every interaction with your people is a chance to build that trust — or break it,” says Sarah Lewis-Kulin, vice president, global recognition at Great Place To Work. The more trust you have in the bank, the faster you will be able to adapt to the AI transition.

“The key to the best companies’ financial outperformance has always been their ability to gain the confidence and trust of their people,” Lewis-Kulin says. As an example, employees at the Best Workplaces™ are 47% more confident that their managers are ethical and honest, compared to a typical U.S. workplace, and 43% more confident in their ability to get truthful and direct answers to direct questions than at a typical workplace.

It’s these kinds of high-trust workplaces that create the conditions where companies on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List outperform the market by a factor of three.

How to build trust

Edelman’s research identifies some common strategies to build trust and ensure new ideas can take off:

1. Listen to your people

Across all institutions, including business, government, media, and non-profit agencies, Edelman found that listening was a top three action to build trust.

That’s especially true in the workplace, where Great Place To Work’s research has shown the importance of employee listening to drive important outcomes.

Listening is the most important of the nine high-trust leadership behaviors and a key ingredient for increasing the speed of innovation at your company.

2. Offer employees a say in how new tools will be used

Edelman’s research found that audiences were much more likely to accept new innovation when they felt people like them had a lot of control over how these new tools would affect their lives.

One way to consider how employees feel included or disconnected from innovation is to examine your Innovation Velocity Ratio.

Great Place To Work’s proprietary platform can identify how many employees at your company are ready to innovate, versus the number of employees who experience friction.

Ask your employees if they feel included in decision-making that affects their jobs. The more agency and power employees feel they have, the more ready they will be to adapt to change.

3. Use your mission to inspire employees to grow

“Leaders might see AI as the ‘next big thing’ and focus all their attention on how that will affect their business,” says Julian Lute, senior strategic advisor at Great Place To Work. “They will need to give equal attention to communicating how AI will positively impact employees, and create opportunities for growth.”

It’s important for employees to feel a sense of purpose when dramatically changing their work environment. Great Place To Work research has found that even well-meaning organizations can struggle to connect frontline employees to a deeper purpose around their work. When that happens, these employees feel excluded from innovation, and innovation rates are slowed.

To overcome reluctance, Lute recommends finding ways to connect change to a desired final outcome — and lean into your mission as an organization.

You can’t assume that everyone in the organization understands how new technology like AI might connect to your company purpose.

“Talk about the new technology through your organization’s values, how it supports your purpose, and how it will benefit your customers and employees,” Erb says.

Edelman’s research again confirms the need for top executives in your company to speak openly with employees about the future. Almost two-thirds (62%) of respondents said they expect CEOs to manage changes occurring in society, not just in their business. In particular, respondents said it was important for CEOs to speak publicly about issues like future job skills (82%), ethical use of technology (79%) and the impact of automation on jobs (78%).

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Why Trust Is Fundamental to AI Success in the Workplace

2024-01-22T07:00:49-05:00

In today’s workplace, employees are more likely to embrace the integration of artificial intelligence tools if organizations prioritize trust, transparency, and open communication.

Artificial intelligence (AI) is becoming an indispensable part of the modern workplace, revolutionizing the way we work and offering significant benefits, such as efficiency, automation, and more. However, many workers are uncertain about whether it will help or hurt their jobs.

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A recent Gallup survey of more than 18,000 workers revealed that 53% of workers say they don’t feel prepared to work with AI, while just three in 10 think that AI can be beneficial to their work.

As business leaders feel the increasing pressure to implement AI, establishing trust and understanding of how AI affects their workflows with employees is crucial to fully embrace its potential across an organization.

Recent insights from a global UKG study underscores a critical revelation: If organizations prioritize transparency around AI’s impact on workflow and usage, three out of four employees say they would accept, and get excited about, the integration of AI into their roles.

Trust is the foundation of modern workplaces

Michael C. Bush, CEO of Great Place To Work, a global authority on workplace culture, stresses the pivotal role in AI has in binding employees and organizations together. More than an abstract concept, he says, trust is necessary for an environment where everyone feels valued and heard.

The same goes for AI implementation.

“If I could create a backdrop for the world right now, I’d spell out the word trust as large as I could,” says Bush. “That’s what the conversation around AI and workplace dynamics is all about. Employees must understand how AI affects their workflows to fully embrace its potential, and this culture of trust must extend to building confidence in AI systems.”

카지노 커뮤니티 추천, such as Adobe, stand out among the Fortune 100 Best 카지노 커뮤니티 추천 to Work For because of their employee-centric approaches to AI. Adobe actively involves employees in the testing of new capabilities powered by Firefly, its family of generative AI models.

Prior to the beta launch of Firefly, the company conducted a voluntary employee session addressing the ethical aspects of generative AI, attracting thousands of attendees and showcasing substantial employee interest and investment in issues surrounding responsible AI innovation.

Adobe has also emphasized a commitment to transparency internally and across the industry in a few ways, first of which was cofounding the Content Authenticity Initiative to help combat the threat of misinformation by driving adoption for Content Credentials—essentially a “nutrition label” for digital content. In addition, the company established AI Ethics Principles to guide thoughtful deployment of AI in its products, as well as its AI Ethics Committee and Review Board made up of employees from diverse professional backgrounds and life experiences.

The company is also engaging with industry leaders, organizations, and policymakers around the world to promote responsible AI regulations to better manage AI-related risks—such as the spread of misinformation, harmful deepfakes, and biases—to individuals, organizations, and society.

“Trust comes down to transparency, empathy, and reliability,” says Allie K. Miller, former global head of machine learning for startups and venture capital at AWS. “And longevity is built into trust.”

Building the framework for transparency

UKG itself is committed to making AI accessible to all employees over the long term. The company initiated a cross-functional curriculum with nine learning paths, encouraging all employees to engage in AI training. This emphasis on training aims to bridge the gap between those who already know and leverage AI and those at risk of being replaced by it.

“We want to make sure all our employees get to know how to use these tools and feel comfortable with them,” says Hugo Sarrazin, chief product and technology officer at UKG. “Then, they can define their own AI journeys.”

Additionally, UKG established an AI governance group, including members from various departments, and organized a generative AI hackathon for the entire company, during which employees were encouraged to use existing AI tools for creative purposes. This hackathon served as a teaching moment, allowing employees to explore and apply AI in their respective roles, from HR to tech support.

The intention is to expand AI access beyond specialized groups, making it part of a collective learning and innovation culture within the organization.

Such an inclusive approach emphasizes that AI can empower employees across different functions, help build confidence in AI systems, and disseminate crucial insights about which use cases and applications work and which don’t.

To support these initiatives, the company created a new UKG Great Place To Work Hub, which leverages AI to guide HR leaders on behaviors and best practices to create great workplace cultures, integrates decades of benchmarks and Trust Index survey results with UKG Pro human capital management (HCM) data. Through open conversation around these empowering insights, HR leaders can decisively shape workplace cultures anchored in trust.

“There are all sorts of signals that exist inside an organization,” says Sarrazin. “If we can use that data as an element to inform decision-making while engaging our employees to be part of the solution, we can do some great stuff with that data.”

With 75% of employees reporting that they would be more accepting about AI if their companies were more forthcoming about how they are using AI, greater transparency and collaboration seems to be the way to increased trust between employees and their companies.

“When employees trust the intentions behind AI, they are more likely to embrace and collaborate with it. 카지노 커뮤니티 추천 on our list have worked very hard to have a high trust level with their employees,” says Bush. “Change can make people fear the unknown, but they won’t panic about their job safety and financial security if the foundation of trust already exists. Instead, they’ll want to learn more.”

This article was created in partnership with FORTUNE Brand Studio.

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What Martin Luther King Jr.’s Message of Nonviolence Means for Workplace Culture in 2024

2024-01-10T07:01:01-05:00

Leaders should focus on systems, not individuals, in the face of rising backlash to diversity, equity, inclusion & belonging (DEI&B) in the workplace.

For Martin Luther King Jr. Day in 2024, it’s important to lean into his true legacy: nonviolence and its power to change systems.

That’s the advice from Janet M. Stovall, CDE, global head of DEI at the NeuroLeadership Institute, and former senior director of social impact at The UPS Foundation.

“Nonviolence for Dr. King was both a way of acting and a way of viewing the world,” Stovall says. “What Dr. King knew, and a lot of other leaders in the Civil Rights Movement understood, was that nonviolence was also a social tool.”

Too often, efforts to redress inequality and injustice focus on individuals rather than systems, Stovall says. And King’s message of nonviolence can be misunderstood when applied to individuals.

“When you took nonviolence and showed it in the face of violence, you didn’t change those people who sent the dogs after protestors,” Stovall says. Instead, systems were changed, with laws desegregating schools, protecting voting rights, and more.

What does MLK’s legacy offer workplace DEI&B?

Workplace violence almost never presents itself in the same way violence was present during the height of the Civil Rights Movement. That doesn’t mean that there isn’t any violence at all, Stovall says.

“Violence is not always physical bodily harm,” she says. “Violence is economic inequity. Violence is having to cover in the workplace. Violence is all those things that the systems that we’ve created have rendered.”

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To honor King’s legacy, Stovall says DEI&B practitioners must focus on addressing systems — anything that functions to make the organization run, including policies, procedures, representation in senior leadership, and more.

That means making sure that DEI&B efforts are clearly tied to business outcomes — and in particular, revenue.

“Nonviolence and DEI&B in 2024 is about getting people to understand that diversity has a real value to positive business outcomes.” - Janet M. Stovall

A time for action

Despite setbacks such as the Supreme Court’s decision to strike down affirmative action last year, Stovall sees 2024 as a time for action.

She points to King’s famous quote: “The arc of the moral universe is long, but it bends toward justice.”

That quote is often used to advise patience to those fighting for equity for all. However, Stovall also points to a quote from King’s “Letter from a Birmingham Jail”:

“For years now I have heard the word ‘Wait!’ … This ‘Wait’ has almost always meant ‘Never.’ We must come to see, with one of our distinguished jurists, that ‘justice too long delayed is justice denied.’”

This call to action can be answered by making sure all DEI&B initiatives are clearly aligned with business goals.

“카지노 커뮤니티 랭킹 nonviolence needs to be in helping organizations understand the business case for diversity,” she says. “That’s our form of non-violence.”

She describes this as “Business Case 2.0.”

“Business Case 1.0 was about getting bodies in the building. It was about affirmative action, it was about diversity, it was all those things,” she says. The new business case for DEI&B is about moving from “bodies in the building to brains in the business.”

In looking ahead to the year, Stovall encourages culture champions to stay steady.

“Nonviolence and DEI&B in 2024 is about getting people to understand that diversity has a real value to positive business outcomes,” she says. “We need to start in 2024 by not giving up.”

“What we’re seeing right now is a correction, not a catastrophe,” she says.

The power of diversity and innovation

카지노 커뮤니티 추천 often ask Stovall if diversity drives innovation.

“My first question is always: ‘What are you solving for?’” Stovall says. “If you’re just doing it because it’s ‘the right thing to do,’ you don’t really leverage it.”

If a company says they want to leverage diversity for innovation, Stovall digs in with more questions.

What are your systems of innovation?
Where does it happen in this organization?
Who’s running your R&D department? What are the teams like? Who’s on those teams?
When is the last time you put out something that you can directly attribute to an underrepresented group in your workforce?

If you aren’t collecting metrics to show the impact, your commitment to DEI&B lacks staying power.

“If diversity is valuable to you as an asset, then you need to build systems so that you can inject that diversity into your processes, make sure that bias is not keeping that diversity out, and then follow and track and see that that diversity is actually being leveraged,” Stovall says.

The importance of co-creation

When attempting to change a system, Stovall warns that leaders should be humble in the face of what they don’t know.

As an example, she points to psychological safety and how the environment that feels safe to one individual might feel less safe to someone of a different background.

“Psychological safety is situational and contextual,” she says. “I can feel psychologically safe in this team over here. I can walk out and get in this team over here and feel nothing like that.”

To create a truly inclusive environment, leaders must solicit feedback and seek understanding of the different perspectives employees bring to the workplace.

“It depends on who’s feeling unsafe and why, and who’s defining what that safety is,” she says. “What’s really important about building inclusive environments or psychologically safe teams is co-creation. No one person, especially those who are traditionally in power, can define what those things mean.”

Her final words of advice to companies driving DEI&B initiatives in the new year? “Hold firm.”

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5 Mistakes That Undermine Employee Trust in an AI-Powered Workplace

2023-12-18T07:00:51-05:00

Trust will be an ingredient for success in adopting AI across the organization. Consider these traps to avoid.

The coming AI revolution will put your relationships with employees to the test, as evidenced by the missteps of one of the most successful developers of AI in the market.

It’s a mistake to believe you can avoid the challenges posed by AI. In a recent UKG survey of 4,000 employees, 78% of C-suite leaders say their organization is using AI. Only 42% of employees globally think they use AI in their day-to-day work.

The gap shows that top leaders and the frontlines are not on the same page about the use of AI in the workplace. The good news is that employees are very open to adopting AI.

Three out of four employees said they would be excited about using AI at work if their company was more transparent about how AI could improve their workflow (78%) and how their organization was using AI (75%).

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“Fifty-four percent of people say they have ‘no idea’ how their company is using AI, and that lack of transparency is a real problem,” says Dan Schawbel, managing partner at the firm Workplace Intelligence, which partnered with UKG for the study. “Organizations must be more upfront about how they’re using AI in the workplace, if they want a competitive advantage and want to earn, and keep, the trust of their employees.”

Here are some of the biggest traps your company must navigate to build trust in the coming AI-powered workplace:

1. Assuming employees and consumers already trust you

Your employees might love experimenting with new AI tech on their own time. That doesn’t mean they are ready to trust leaders to implement generative AI tools in the workplace.

“As you embark on GenAI, check how much confidence your employees’ have in their executives’ judgement,” says Marcus Erb, vice president of data and innovation at Great Place To Work®. Consider how confidence levels change across roles, departments, and personal identities.

“Weak confidence means more doubt, slower progress, and less enthusiasm shared with customers,” Erb warns.

2. Underestimating the change management process

If you don’t pursue a rigorous change management process, you might not bring your workers with you as you embrace new AI tools.

The time required for employes to adapt will be longer than you think, Lute says. Be prepared to increase your investment of both time and resources to keep people engaged and excited.

3. Overlooking the risks when moving fast

Moving too slowly to adopt new technology poses real risks for your business, but well-meaning enthusiasts can also cause problems by jumping the gun.

“Excitement might be as big a challenge as fear,” Erb says. “Tools like ChatGPT can make life easier and employees more productive, but the technology also can hallucinate answers, or collect sensitive customer and company data.”

Missteps will break trust with employees and customers, among other serious consequences.

Researchers found that when a large language model (LLM) was tasked as a stock trader and then received an insider tip about a lucrative stock trade, the AI made the trade despite knowing insider trading was forbidden (and illegal). When researchers pressed the LLM on its genuine reasons behind the trade decision, the AI attempted to hide the insider tip, demonstrating the need for careful testing as AI is given important jobs within the enterprise.

“카지노 커뮤니티 추천 will need to provide guardrails for employees using AI — and upskill people quickly to successfully and rapidly realize the benefits,” Erb says.

4. Failing to consider employee concerns

Including employees in the decision-making process can surface important challenges and avoid costly mistakes.

“Cultivate a sense of ownership among employees by giving them a voice,” Erb suggests. When given the opportunity influence how their company uses AI, employees can provide helpful feedback and also reduce the fear and stress caused by a lack of transparency.

“Check if your employees feel they have meaningful opportunities to try new and better ways of doing things,” Erb recommends. If more employees report having the chance to innovate, your company will more quickly adapt to new workflows and technology.

5. Losing touch with your organization’s purpose

“New technology does not mean a new you,” Erb says. How you add AI to the workplace should be guided by your core values, your employee value proposition, and your commitments to stakeholders.

Don’t assume that everyone understands how your AI strategy connects to your company’s purpose. “Talk about the new technology through your organization’s values, how it supports your purpose, and how it will benefit your customers and employees,” Erb says.

The conversation should be a two-way street.

“Leaders will need to be more adept at listening, developing their people, and caring for them with a sincere interest in who they are as people,” Lute says. Without a new leadership model, your company risks falling behind in the race to bring AI to the workplace.

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How to Build and Support Neurodiversity in the Workplace

2023-07-25T09:59:05-04:00

Building a neurodiverse workforce is advantageous because neurodiverse people possess the skills particularly needed right now as businesses adopt more advanced technology. For example, artificial intelligence and robotics, and the demand for STEM (science, technology, engineering, and math) talent increases.

6 Strategies for Building a Thriving Culture of Innovation

2023-06-08T03:08:01-04:00

Employers who prioritize a culture of innovation see more diversity and inclusion, increased revenue, and higher employee engagement.

What does it take to be innovative today? A massive budget? A high-tech team in Silicon Valley? A dedicated R&D department?

How about inclusion?

Workplace diversity and inclusion are not something many organizations think about when they’re looking to grow and adapt to changing market conditions. But a company’s culture of innovation is closely intertwined with its culture of inclusivity.

And that connection can have big results: companies that get innovation right by inviting every employee into the process outperform their competitors and see five and a half times the revenue growth.

What does a culture of innovation look like?

A culture of innovation is one that encourages questions, conversations, and new ideas — from everyone. An innovative culture is essential for any business to survive. However, successful innovation doesn’t necessarily come from how much money you put into R&D or from adopting the latest tech. Rather, it comes from emotionally connecting all employees to the company’s mission strategy.

“Innovation comes ultimately from a diversity of perspectives,” says Frans Johansson, CEO of The Medici Group. “When you combine ideas from different industries or different cultures, that’s when you have the best sense of developing ground-breaking ideas.”

Johansson is describing what we have known at Great Place To Work® for 30 years — inclusive workplace practices are core to creating a culture of innovation. This proven philosophy is what we call Innovation By All — when leaders cultivate the intelligence, skills, and passion of everyone in the organization. Everybody creates, everybody is connected, and everybody contributes.

How to create an innovative culture in the workplace

In our ongoing annual research on the Fortune 100 Best 카지노 커뮤니티 추천 to Work For®100 Best 카지노 커뮤니티 추천 to Work For®, we found six practices that cultivate this inclusive, innovative workplace environment.

1. Give all types of space

Creating an environment that values all voices is the hallmark of leading companies. They make room for their employees’ complete identities — mental, emotional, and otherwise — fostering a psychologically safe workplace where creativity and risk-taking can thrive. This culture of inclusivity and empowerment allows fresh ideas to emerge, which drives the organization forward.

This open culture resonates profoundly with employees. For instance, an LGBTQ+-identifying staff member at 9th Wonder offered this perspective on their unique work environment:

“In our workplace, ideas are valued no matter where they come from. Executives are accessible and open. There is dialogue whenever it’s needed. There isn’t any fear culture. If anything, you may be completely slammed, but you want to say yes to projects because you don’t want to miss out on something great, not because you feel pressure.”

Giving space also means acknowledging employees’ lives outside of the workplace. If employees are worried about things happening outside of work, then they won’t be able to function at their best.

At 1-800 Contacts, this space includes financial wellness. The company recognizes that financial troubles can be a huge source of stress for employees. And financially stressed workers miss more work. 1-800 Contacts mitigates this stress by offering mortgage training, get-out-of-debt training, and essential financial advice — creating more mental space for employees.

2. Create energy by thanking all

Recognizing employees for their efforts, not just their outcomes, doesn’t dilute the idea. Instead, it acts as a fertilizer. It energizes individuals and the entire organization. And encourages people to keep contributing. The enthusiasm around trying to make things better is infectious and fun. And that is itself a catalyst for creativity.

Energy reverbs from the words of this survey comment from an employee at OC Tanner:

“This is a recognition and appreciation company. That’s our business, but we’re really good at it internally as well. The whole company sees it done all the time; it is not contrived or fake, it is real and sincere. This makes all of us want to step up our game and recognize great work when and wherever we see it. This makes people kinder and more controlled as we work together shoulder to shoulder. We try to treat people as people and not as objects to walk over. Everyone is more cooperative and respectful in this company. Everyone can feel valued.”

3. Cultivate diverse interactions

Top-tier organizations stand out by fostering an environment that encourages unlikely alliances, creating spaces for collaborations between individuals who might not otherwise interact.

When asked to pinpoint what makes their workplace special, an employee at Agilent Technologies highlighted the inclusivity and adaptability of their team:

“There is a strong sense of everyone’s voice matters within projects despite titles/roles. The team has been quite open to being influenced by new and emerging trends and listening to innovative thinking.”

These diverse connections not only enrich the everyday work environment but also play a critical role during challenging times. Illustrating this, consider how Farmers Insurance CEO Jeff Dailey responded to a major crisis. He formed a cross-functional team comprised of leaders from human resources, government affairs, internal and external communications, legal, and real estate teams to strategically manage the situation.

This example underscores the power of diversity in decision-making and problem-solving, reinforcing the fact that a broad spectrum of perspectives can lead to more comprehensive and effective strategies, even in the face of adversity.

Innovative companies also prioritize diversity and inclusion at the individual level. They recognize that when employees come to the table with diverse experiences, it can spur innovation and even boost revenue.

4. Invest in everyone’s growth

Lavishing resources only on employees who show “high potential” is misguided. It ignores the potential of others and can have unintended consequences. It often leads to feelings of frustration and favoritism.

The best leaders see the value of maximizing all human potential and training and developing every employee — including developing them outside of work.

Few companies exemplify this so well as Bitwise Industries does. When asked about its secret to employee retention, co-founder and CEO Jake Soberal said one reason is that the company “is not tight-fisted.”

As most employees found their agency increased during the pandemic and the transition to remote work, Bitwise was already encouraging flexibility and non-linear paths for growth and work.

“We encourage that agency and ask employees, ‘do you have a thing you want to do on the side? We really want to support that and see that succeed. Do you have a new interest that you want to explore internally? We’d like to open up channels and opportunities for you to do that.’”

This open-handed approach to training and career progression is what Jake says makes Bitwise a place where folks can see themselves navigating between roles in the company. And who do you think benefits from all that outside inspiration? The company culture.

5. Democratize the idea generation process

Leading organizations know to leave no stone unturned. It’s not enough to put out a suggestion box. They make it simple for their people to generate ideas — and lots of them.

These companies go further by providing guidance for fleshing out a new concept. They adopt systems that allow peers to comment on and get behind promising proposals.

Texas Health Resources taps into the wisdom of employees regardless of their role. This egalitarian approach is possible with a dedicated communication tool. Used throughout the design process, the tool is called “Question & Resolve.” Employees can ask colleagues about designs until they reach mutual understanding.

6. Inspire all with purpose

카지노 커뮤니티 랭킹 research shows that a purposeful work and innovation are linked.

In many organizations, there is a downward trend in inspiration and sense of purpose at work between the higher echelons of management and the lower ones. However, in companies that have cultivated a strong purpose-driven culture, leaders succeed in inspiring individuals across all tiers — from the C-suite executives to warehouse employees.

Consider the example of Playa Resorts & Hotels, where purpose is not just espoused by leadership, but is actively demonstrated, trickling down to those on the front lines through community engagement activities.

Dayna Blank, senior vice president of human resources at Playa, recounts, “카지노 커뮤니티 랭킹 CEO doesn’t just talk about environmental responsibility; he practices it by cleaning the beach — donning gloves and picking up trash alongside all of us.”

Whenever Playa employees come together in different countries, they plan a community service where everyone participates, no matter who they are or what they do for the company, ensuring that meaningful work is felt at all levels.

Innovation is not accidental, it’s strategic

By embracing diversity, enabling collaboration, and recognizing the potential of every team member, you can spark novel ideas. Foster psychological safety, and you’ll encourage bold risks.

Make idea-sharing simple. Help your team feel connected to a bigger purpose. That’s how you create a culture of innovation. If you’re ready to build a fast-moving, idea-driven culture, try our employee engagement survey software—the same tool Fortune 100 카지노 커뮤니티 추천 rely on to make it happen.