Artificial intelligence is transforming the world of work at breathtaking speed. Algorithms are screening job applications, optimising production workflows and handling customer queries. But who decides how these systems are used? And what role do employees play in that decision? In Germany, the answer is clear: co-determination. The introduction of AI in the workplace isn’t just a technical issue – it’s a legal, organisational and cultural challenge. And increasingly, success doesn’t lie in the technology itself, but in how it’s implemented – together.
Co-determination isn’t a nice-to-have – it’s the law
From a legal standpoint, the rules are unambiguous: if AI systems are used to monitor employee behaviour or performance – which they often are – the works council has a statutory right to co-determination. This is laid out in § 87 (1) no. 6 of the German Works Constitution Act (BetrVG). In fact, even if the AI is not directly monitoring, but simply changing how work is done, other provisions such as §§ 90 and 91 require that employee representatives are properly consulted.
In practice, this means that no company in Germany can roll out AI systems that affect working conditions without involving the works council. Skipping this process isn’t just legally risky – it undermines trust, damages morale and jeopardises long-term success.
From opposition to cooperation: how businesses are handling it
Many businesses now recognise the strategic importance of involving employees and their representatives. A growing number are engaging works councils early and drafting detailed works agreements that define how AI will be used, what data will be collected, how privacy is protected, and how risks are mitigated.
Key departments involved in this process typically include IT, HR, legal (for data protection and compliance), and of course, the operational teams where AI is being introduced.
These agreements aren’t just legal formalities – they create transparency, clarity and a shared understanding of what the technology is for. That, in turn, builds acceptance and helps integrate AI into daily operations with fewer barriers.
Winning strategies for building trust and engagement
Compliance alone doesn’t create enthusiasm. To get employees on board, organisations must actively address fears, close knowledge gaps and empower people to shape the change. Practical strategies that have proven successful include:
– Early and open communication: Talk about AI before it’s implemented. Explain why it’s needed, what it will do, and what it won’t do. Transparency earns trust.
– Pilot projects with clear value: Start small. Show how AI can help in everyday tasks. Highlight early wins. This builds confidence and curiosity.
– Training and upskilling: Digital competence is a must. Offer tailored learning for different roles and skill levels. Give people the tools they need to work with AI, not just around it.
– Lead by example: Managers play a key role. If leaders use AI openly, talk about it confidently and show its benefits, the rest of the team will follow.
– Bring in expertise: Works councils have the right to involve external experts, especially when dealing with complex algorithms. Use this option to strengthen decision-making.
– Keep agreements dynamic: AI evolves quickly. Make sure policies and agreements are reviewed regularly and updated when needed.
From control to co-creation – a cultural shift
AI implementation isn’t just about rules and systems – it’s about culture. Businesses that frame AI as a collaborative process rather than a top-down rollout tend to see stronger engagement, faster adoption and fewer conflicts. When employees feel heard, when their experience is valued, and when their concerns are addressed, change becomes something they help lead – not just something they have to endure.
This also means shifting from tech-driven agendas to human-centred AI strategies. In these, AI is not an end in itself, but a tool that supports people, augments their strengths and improves working life.
Conclusion: If you want AI, you need participation
Bringing AI into the workplace isn’t just a technical decision – it’s a question of responsibility, dialogue and trust. In Germany, that responsibility is legally enshrined in co-determination rights. But even beyond legal requirements, involving employees is simply good business. It builds understanding. It reduces resistance. And it makes the difference between disruption and transformation.
The future of AI at work isn’t just written in code – it’s written in collaboration. And only when people are at the centre can artificial intelligence truly succeed.
