At 100 Best Companies in Europe, high levels of trust sets the stage for AI

Europe has more exposure to the disruption created by AI, according to the International Monetary Fund. Developed countries with knowledge workers will be more affected, but also more able to take advantage of the technology to boost productivity and stimulate growth. 

But European workers might not be on board with the change.

In partnership with Fortune, we produced a study of more than 26,000 European workers conducted by Great Place To Work®. We found only a third of employees (34%) at a typical European workplace say they are excited to use AI tools at work.

Slightly less (25%) said that their organization is making meaningful investments in their ability to use artificial intelligence.

Trust a key factor in AI adoption

How can companies build trust to accelerate digital transformation and get employee buy-in? Companies that made the Fortune 100 Best Companies to Work For in Europe™ List in 2024 offer invaluable insights.

“Despite the economic challenges facing them, these companies found ways to offer more support to their people, developing a foundation of trust that’s crucial for business success in the years ahead,” says Michael C. Bush, global CEO at Great Place To Work. 

The biggest difference: fairness

When comparing companies on the list to a typical European workplace, measures of fairness quickly draw a sharp contrast. 

At companies on the 2023 Fortune 100 Best Companies to Work For® list, 78% of employees say promotions are fair, compared to just 37% of employees who said the same at a typical workplace in Europe. More employees at winning companies also said that they receive a fair share of company profits (70% compared to 36% at typical workplaces) and that managers at their companies avoid playing favorites (81% vs. just 43% at typical companies). 

Courtesy of Great Place To Work®

When more employees feel their workplace is fair, companies are more likely to quickly adopt AI tools and thrive. With workers feeling worried about how AI will affect their jobs or limit their opportunities for career growth, companies that have a proven track record of fair promotions will have more employees willing to take a risk on AI adoption.

The connection is clear in the data, too. In our market study of 26,000 European workers, when employees said promotions at their company were awarded fairly, they were 29% more likely to be excited to use AI tools. 

Similarly, when employees said they received training and professional development opportunities, they were 30% more likely to be excited to use AI tools.  

How the 100 Best build trust

Here’s how companies who made the list are building strong connections with employees that lead to greater agility and resilience across the organization:

1. Audit total compensation to ensure every employee gets their fair share

Do employees with the same base salary also have the same opportunities to earn bonuses? Great workplaces make sure that every employee can participate in the rewards of the enterprise.

When employees believe they receive a fair share of company profits, they have a bigger personal stake in the productivity gains and improved performance promised by new AI technology.

Cisco, ranked the fifth multinational company on the list, regularly reviews its compensation system and moves quickly to fix gaps. Its pay parity program looks for additional rewards for employees, including promotions, bonuses, and stock awards. 

Fair pay doesn’t mean that every employee gets paid the same. Great companies think comprehensively about the benefits of working for the organization — and constantly reevaluate systems that aren’t working for employees and their goals.

2. Invest in talent mobility

Great workplaces offer a culture of continuous training and development that ensures all employees have opportunities to learn new AI skills and grow into brand new roles using AI technology.

When employees can sign up for challenging projects, or join different teams, they have more opportunities to learn new skills and grow their careers. These experiences can also play an important role in promotions and driving equity across the organization.

At DHL Express, ranked the number one multinational company on the list, employees can participate in workshops that guide them to reflect on their past accomplishments and develop a career plan. Employees also have access to a 360-degree feedback tool, which collects feedback from managers, peers, direct reports, and customers to help individuals get better at their job. Feedback is delivered and explained by trained coaches, and employees can also partner with their manager to align around a development plan and set goals.

It’s important for companies to also think about who has a harder time gaining access to opportunity in the organization.

At Cadence, ranked 20th, a focused development program targets women in the organization with coaching, and a mentorship program helps match people with a mentor who can open doors and help them accelerate their careers. 

3. Talk candidly with employees about the future of AI in the workplace

Employees want to know how artificial intelligence will affect them. Great workplaces are making sure that employees are trained and comfortable discussing how AI will be used in products and workflows.

At Salesforce, ranked the 11th multinational company on the list, all employees were required to complete a certification program to learn how to talk about artificial intelligence and innovation happening at the company. Within two months of launching the program, 92% of all employees had completed the training. 

However, the conversation about AI should go both ways. Great companies should offer a variety of ways for employees to share feedback with leaders. 

Salesforce employees participate in a 15-minute survey about their experience twice a year. The company makes the survey results available to every employee, part of a commitment to transparency that drives an 80% participation rate. Employees can filter results by location, leader, survey question, and more — allowing for deeper conversations about what Salesforce is doing well, and where it can improve the employee experience. 

Ted Kitterman is a content marketing manager at Great Place To Work®.