Cisco is preparing its 85,000 employees to learn new skills, try out AI, and rethink their way of working.

It's not just about teaching church staff how to use this technology. It also requires time for learning, the freedom to experiment, and leaders who are willing to change together with their staff.

Cisco has invested in AI tools, job-specific training, coaching programs, a mentorship mechanism, as well as new career development opportunities.

This emphasis on employees helped Cisco rank second in Fortune's 2026 Global Best Workplaces list.

Cisco's business performance is also strengthening. At the end of the fiscal year 2026, the company achieved record revenue and record quarterly performance, including a record revenue per employee.

Cisco Executive Vice President and Chief Human Resources, Policy, and Mission Officer Francine Katsoudas stated: "Our focus is on cultivating learning agility: the ability to learn, discard old knowledge, experiment, and apply new skills as work evolves. We want our employees to be able to influence the direction of change, rather than simply reacting to it."

As AI takes on more tasks, human skills become even more important.

Katsoudas indicates that human judgment will be one of the most essential abilities employees need to possess in the future, "along with the critical thinking, curiosity, and creativity that make such judgment possible."

She said, "As AI takes on more responsibilities, we need people to question existing assumptions and make prudent decisions."

Research by AI Workforce Consortium has found that in positions related to network security, there is an increasing demand for human capabilities, including ethical reasoning and systematic thinking.

At Cisco, employees are developing both human skills and technical skills through coaching, mentorship programs, as well as opportunities to experiment with AI.

And this requires a resource that employees often have in the shortest supply: time.

If learning is important, then one must set aside time for it.

Cisco's “Time to Grow” program provides each employee with 4 hours per month dedicated to learning.

Katsoudas represents: "We have all experienced this situation where, when business demands arise, learning is often pushed to the bottom of the priority list. However, the skills that our employees will need tomorrow require us to make investments today."

Leaders must also set aside time for learning.

"When leaders openly invest in their own development, they help to create a culture in which personal growth is expected at every level and is also supported."

At Cisco, some executives go a step further: they learn from their employees.

When employees teach executives

Cisco's AI Mentor Program (AI Mentorship Program), also known as CAMP, pairs AI "superuser" employees with senior leaders. The employees act as mentors, while the executives serve as mentees.

Katsoudas means: 'Understanding AI from a strategic perspective is completely different from seeing how people actually use it in their work.'

What executives learn is not just AI. All of the first batch of participants stated that CAMP has created a space for candid dialogue, mutual learning, and experimentation.

"Our first CAMP group has once again proven that AI literacy is less about mastering technology and more about building trust."

This trust is particularly important when employees are asked to try new things.

Leave room for employees to experiment

Katsoudas means: "If people are afraid to take risks, or afraid to try things that may not work, we cannot expect them to innovate."

89% of Cisco employees stated that management views honest mistakes as part of business operations, whereas in a typical global technology company, this proportion is 38%. This means that Cisco employees are 134% more likely to report such experiences.

Katsoudas says that 87% of Cisco employees are learning AI through trials.

For Katsoudas, it is equally important to know what happens when a trial is not successful.

She said, "When things go wrong, do we create opportunities for everyone to learn and improve together? If we want to innovate faster, we must accept that some experiments will not succeed and learn from them."

88% of Cisco employees stated that those who try new and better ways of doing things are appreciated, whereas in a typical global technology company, this proportion is 65%. Similarly, 88% of Cisco employees indicated that people can adapt to changes quickly, compared to 68% in typical global technology companies.

Connect employees with performance

For Cisco, to derive more value from AI, the starting point lies in leadership.

Katsoudas indicates: "The biggest lesson is that if we don't fundamentally rethink how to lead, we will not be able to complete the transformation of the labor force."

It is also important for leaders to know how to use AI. When direct supervisors use AI, the likelihood of Cisco employees using AI doubles.

But leading by example is just part of the job. Employees also need to understand where the company is going and what role they play in achieving that goal.

Katsoudas indicates: "During times of major change, people need to be clear about where they are heading, to believe that they play a meaningful role in leading us there, and also to trust the decisions that are being made."

Katsoudas said that Cisco also experienced its strongest year of employee productivity in 30 years.

According to the data from Great Place To Work, nine out of ten Cisco employees stated that people are willing to put in extra effort, whereas in a typical global technology company, this proportion is around two-thirds.

Katsoudas indicates that among employees who continue to use AI, Cisco has observed higher productivity and dedication.

She said, "This is encouraging, because the benefits we see are not limited to just increased efficiency."

Cisco also hopes that employees will invest more time in building customer relationships and solving complex issues.

In the view of Katsoudas, companies that are ultimately able to make good use of AI will consciously invest in people, just as they value technology investment.

She said, " AI is changing what technology can achieve, but we also need to think, with the same ambition, about what kind of people people can become."

Roula Amire is the Senior Content Director of Great Place To Work. As mentioned at the end of the article, you can follow her on LinkedIn and subscribe to the LinkedIn newsletter from Great Place To Work to get the latest research on factors that contribute to business success.