AI in HR, "What's the best that can happen"?

Artificial Intelligence (AI) and Machine Learning (ML) continue to pave new avenues across various sectors, with human resources (HR) standing at the forefront of this digital transformation. The increasing fusion of AI with HR operations calls for profound comprehension adjustments to this game-changing technology. In this blog, I aim to highlight how AI is redefining HR and the subsequent benefits and constraints.

Redefining AI in HR - An Avenue, Not a Roadblock:

To harness the true power of AI, it’s crucial to perceive it as an avenue for opportunities rather than a roadblock. I recently tuned in to a podcast featuring Mel Robbins and guest Michelle Poler , author of ‘Hello Fears.’ Michelle’s 100-day challenge devoid of fear particularly resonated with me, primarily her mindset transition. She no longer dwells on “What’s the worst that can happen?” but instead ponders over, “What’s the BEST that can happen?” When applied to AI, this change in perspective can positively transform our outlook toward its potential in HR.

AI is designed not to replace HR professionals but to augment their roles. By automating routine tasks, AI can enable HR to focus more on strategic functions.

Implementing AI in HR

HR Processes:

AI can seamlessly merge into various HR processes. For instance, AI-powered chatbots can address many employee queries, such as how do I reset my HRIS system passwords, change addresses, or locate a list of preferred medical providers. Moreover, AI-driven tools can leverage predictive analytics to identify employee behavior patterns and trends, thus aiding in the retention of top talent.

Recruiting:

AI can be used as a recruitment tool that can screen thousands of resumes quickly, and however valid that might be, what it lacks would be the human aspect of reading what is not on the paper and, therefore, could have you missing out on tons of potential candidates, not to mention the potential legal issues that could arise out of using AI for hiring, see below legal considerations.

AI can assist in drafting job descriptions for common roles. For instance, you can prompt ChatGPT, to act as an experienced recruiter or subject matter expert (SME), to craft a job description with responsibilities, skills, qualifications, and years of experience for an executive assistant supporting a CEO. The output would be a draft, which HR professionals can customize and define based on their company’s needs.

Onboarding:

With the help of ChatGPT, you can elevate your onboarding program by prompting it: “We’re looking to revamp our onboarding strategy to ensure a smoother integration for new recruits into our organization. Could you suggest a robust and interactive onboarding program that equips our new employees for a successful start with us?”

Equipping HR Professionals:

Adapting to AI requires that HR professionals acquire new skills and knowledge. This could range from understanding various AI tools and decoding AI-generated data to being comfortable with data-driven decision-making. HR leaders should foster a learning culture, motivating team members to acquire AI-related skills and offering the necessary training and resources.

Best Practices:

? Start with modest and manageable programs and processes

? Give prior notice before implementing AI software

? If using with employees, ensure their consent is obtained

? Conduct regular audits to confirm the tools and systems in use provide precise and helpful information

Ethical & Legal Considerations:

AI use can raise ethical dilemmas. Misuse could lead to recruitment discrimination or intrusive employee surveillance. HR professionals are instrumental in establishing ethical guidelines for AI use in their organizations. They should ensure AI systems are transparent, fair, and respect privacy. A joint effort between Legal, HR, and IT can help formulate policies and procedures for ethical and practical AI usage.

In May 2023, the Equal Employment Opportunity Commission (EEOC) provided guidance stating that employers could be held accountable for any discriminatory bias in the AI software they use. The EEOC has issued a technical assistance document named “Assessing Adverse Impact in Software, Algorithms, and Artificial Intelligence Used in Employment Selection Procedures Under Title VII of the Civil Rights Act of 1964.” This resource focuses on preventing discrimination in the workplace, especially with the use of automated systems and AI in employment decisions. It aims to assist employers and tech developers ensure that their use of AI and similar technologies align with civil rights laws, averting potential violations. For more details, please visit the EEOC website, or click here EEOC Link

We will also begin to see further legislation around AI and its usage at both the federal, state, and city levels. HR professionals need to stay updated with these to ensure compliance.

AI’s Inherent Limitations:

Despite AI’s impressive data processing and pattern recognition capabilities, it does not replace the insight and judgment that humans bring to the table. AI lacks emotional intelligence, an understanding of organizational culture, and the nuanced decision-making that humans offer. HR professionals should perceive AI as an instrument that aids their tasks rather than a replacement.

AI doesn’t eliminate bias entirely. While AI can help reduce bias in recruitment and other HR processes by standardizing specific steps, it’s not a holistic solution. AI algorithms are only as practical as the data they’re trained on. If this data contains biases, then AI could inadvertently perpetuate them. HR professionals should be aware of this and implement checks and balances to prevent AI from replicating systemic biases.

AI is not a one-size-fits-all solution. Its effectiveness largely hinges on the specific context and needs of your organization. HR professionals shouldn’t rush to adopt the latest AI tools simply because they are trending. Instead, they should carefully evaluate their organization’s unique needs and discern how AI can best address those.

AI is not self-sustaining. Implementing AI in HR is not a set-and-forget process. AI systems require continuous monitoring, updating, and refining to remain effective and pertinent. HR teams need to stay engaged with AI tools, use them consistently, learn from their outputs, and adapt them according to changing needs and circumstances.

By comprehending these limitations, HR professionals can make informed, strategic decisions about harnessing AI’s potential while avoiding pitfalls. It’s about combining the best of what AI and humans offer to create a more efficient, effective, and inclusive HR function.

AI holds vast potential to revolutionize the HR landscape. By viewing AI as an opportunity, acquiring new skills, integrating AI into HR processes, and considering ethical implications, HR professionals and leaders can effectively navigate the wave of the AI revolution. Embrace the change and ponder over Michelle Poler’s insightful question, “What’s the best that can happen?”

Interested in knowing more about AI and HR, subscribe to the group, Generative AI and HR LinkedIn Group, AI and HR , and check out the recent post by Brian Heger sharing some additional AI and HR Resources Brian Heger

If you found this post of value, please post, re-share, and join the discussion below and share your thoughts and experiences about AI in HR. How are you or your organization leveraging AI? What opportunities and challenges have you encountered along the way? Let’s learn from each other and navigate the future of HR together.