What Makes Organizations Ready for AI? Trust and Support Matter

Generative AI has rapidly moved from hype to workplace reality. Yet readiness for this shift is far from universal. Perceptyx’s August 2025 panel of 3,605 employees across North America and Europe shows strong overall momentum, with 73% of employees having either used GenAI in the past 30 days or are interested in doing so. However, beneath that headline, divides are emerging.

Some employees are entering this new era with optimism and preparedness, while others remain uncertain or skeptical. The difference isn’t simply about whether people are using GenAI. It’s about whether they trust their organization, feel equipped to adapt, and believe the tools are being introduced fairly and transparently.

How Uneven Is AI Readiness Across the Workforce?

Employee readiness for GenAI is not just about technical training or access to tools; it rests heavily on whether employees trust their organization to use the technology responsibly. Trust and fairness create the foundation for psychological safety in a GenAI-augmented workplace. When people believe their organization is aligned with its values and applying GenAI fairly, they are more open to change and more confident in their ability to adapt. Conversely, when employees question the fairness of outcomes or lack clarity on safeguards, that uncertainty undermines readiness and can slow adoption, even if the technology is available.

• Trust is strong but uneven. 71% of employees say they trust their organization to use GenAI in ways that align with company values.
• Fairness matters. 60% believe AI-supported decisions are fair, while 53% remain concerned about potential bias or discrimination.
• Ethical clarity counts. Only 63% say their organization has clear ethical guidelines for GenAI use, leaving a sizable minority uncertain about safeguards.

These findings show that readiness is as much a cultural challenge as a technical one. Employees won’t feel prepared if they suspect bias, don’t see fairness in outcomes, or lack a clear sense of ethical boundaries. To build genuine readiness, organizations need to match their technical investments with visible commitments to fairness, transparency, and responsible use. Without this balance, even strong technical strategies may stall.

How Does Organizational Support Build Confidence?

Confidence in working alongside GenAI grows when employees feel supported and informed. People want to know not only that their organization is adopting AI, but how it will be used, what it means for their jobs, and whether safeguards are in place. Transparency and role clarity are therefore critical levers for readiness. When organizations communicate openly and back that up with visible action, such as working to reduce bias in algorithms, employees are more likely to feel confident and ready to engage. Where communication is limited or vague, readiness erodes quickly, leaving employees uncertain and hesitant.

• Transparency helps. 62% say their organization is transparent about how GenAI is being used.
• Role clarity is limited. Only 62% say their organization has clearly communicated how GenAI will (or will not) affect their role.
• Bias reduction is a work in progress. Just 55% agree their organization is actively working to reduce bias in AI tools and algorithms.

Employees can’t build confidence in the dark. Readiness depends on more than simply providing access to AI; it requires consistent communication and demonstrable organizational action. Employees need to see that their organization is taking fairness, role impacts, and ethical concerns seriously. With this support in place, confidence builds, the employee experience improves, and employees feel empowered to engage with GenAI in meaningful ways. Without it, organizations risk hesitancy, resistance, and ultimately slower adoption.

Where Are the Confidence Gaps Across Your Workforce?

As GenAI tools move from novelty to necessity, employees are already feeling the effects in their daily work. However, while most say they are at least somewhat prepared, confidence is uneven and often shallow. Many employees are navigating change without feeling fully equipped to thrive, and that leaves organizations at risk of uneven adoption and uneven performance. Confidence gaps don’t just affect individual employees — they ripple across teams, shaping how effectively organizations integrate GenAI into core work.

• Workforce-wide confidence is moderate. 50% say they feel very or extremely prepared to work effectively in a GenAI-augmented workplace, rising to 82% when including those who feel moderately prepared.
• Managerial readiness is mixed. 45% say their manager is very or extremely prepared to lead in a GenAI-augmented environment, and 63% believe their manager knows how to use AI tools to support the team’s work.
• Employee adaptability shows promise. 54% say they’ve already needed to learn new skills due to GenAI. Additionally, 49% report that their day-to-day workload has moderately or greatly changed because of GenAI.

Taken together, these numbers suggest a workforce in motion — actively adapting, but not yet fully confident. Employees are learning new skills and adjusting workloads, but their confidence doesn’t always match their experience. Managers, meanwhile, are still building the capabilities needed to lead teams through GenAI-driven change. Without strong leadership, even motivated employees may struggle to sustain progress.

How Can Organizations Close the AI Readiness Divide?

The readiness divide is not about resistance to technology. Instead, it reflects gaps in trust, transparency, and support. Bridging those divides requires deliberate organizational choices:

1. Establish ethical guardrails. Clear guidelines and visible safeguards help employees trust that AI is being used responsibly.
2. Communicate with clarity. Employees need consistent updates about how AI is being used and what it means for their roles.
3. Equip managers. Managers are critical translators of strategy; when prepared, they amplify adoption, but when uncertain, they can slow it.
4. Invest in upskilling. Employees are already learning new skills on their own; formal support accelerates this process and builds confidence.
5. Listen continuously. Embedding AI-specific listening into surveys creates an early-warning system for concerns before they erode trust.

Organizations that treat readiness as a human challenge, not just a technical one, will not only see smoother adoption but also build trust, resilience, and long-term success.

Ready to Measure AI Readiness in Your Organization?

Understanding how employees perceive AI adoption requires targeted listening. Perceptyx's comprehensive platform combines proven survey capabilities with EX insights and cutting-edge conversational listening agents, all powered by an AI engine that transforms feedback into action. Our recent Global Employee Perspectives on Generative AI report will take you even deeper into the world of AI adoption and use. 

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