Human connection builds trust for a responsible redesign of work

Human connection builds trust for a responsible redesign of work

Our latest research of 37,500 workers worldwide (Humanity at Work: How to thrive in the AI era) identifies how workers we defined as future-ready - those who feel empowered to co-create the future of their roles - are significantly more likely to trust AI and to believe in their employers’ intentions.

Trust is the foundation of future-ready work

The data tells a clear story: employees who are invited to take part in job redesign are far more likely to trust AI and the leadership decisions that guide its use. Their average “trust in AI” score is 6.6 out of 10, compared with just 3.3 among mainstream workers.

The reason is simple - participation builds confidence. When employees understand how and why AI is being integrated into their role, they are more inclined to believe that their organisation is acting in their best interests.

These future-ready workers are also more likely to say that their employer:

• Involves them in shaping how their role evolves with AI
• Works with them to create personalised career plans
• Gives them autonomy over how AI is integrated into their day-to-day work

This sense of shared ownership transforms AI from a potential threat into a trusted teammate.

Human connection remains irreplaceable

More than half of employees expect to work alongside AI agents within the next 12 months, and many are optimistic about these tools becoming “helpful team members.” Still, as seen with generative AI, early enthusiasm can shift once the real-world impact becomes tangible.

This makes human connection a crucial pillar of job redesign. Employees consistently prefer interacting with people – not machines – for tasks that require empathy, sensitivity or career-shaping conversations. They trust AI most for logistics and automation but far less for succession planning, performance discussions or exit interviews.

People want AI that not only works, but one they can trust – and that trust is built through transparency, empathy and ongoing communication from leadership.

Balancing confidence with caution

Interestingly, while concerns about data misuse have risen sharply over the past year, employees’ confidence in their leaders’ understanding of AI risks has also increased. Clear, consistent communication appears to be moving the needle.

At the same time, heightened ethical concerns show that workers are paying closer attention to how their personal data is being used. They want reassurance that AI systems shaping their careers are secure, transparent and fair.

Organisations that openly communicate the guardrails, governance models and ethical frameworks guiding their AI strategy will earn stronger trust and demonstrate responsible innovation.

Three priorities for leaders building trust in the age of AI

1. Generate purpose, value and trust.

Involve employees in redesigning work. Clarify the roles of humans and AI, ensuring that technology amplifies human strengths rather than replacing them.

2. Prioritise communication and connection.

Empathy and dialogue are core leadership capabilities in the AI era. Create space for discussion, feedback and co-design to keep people 
engaged and confident.

3. Demonstrate responsible AI.

Address data privacy concerns directly. Be transparent about how personal information is protected and how fairness is upheld across the talent lifecycle.

Leading with empathy and integrity

This isn’t just about adopting new tools; it’s about redefining relationships at work. When people feel involved rather than simply informed, trust increases. AI becomes a powerful enabler when leaders design the future of work with people, not for them.