Transforming HR with AI: Fireside Insights with Industry Experts

Introduction

Artificial intelligence (AI) has potential HR applications, including resume screening and employee turnover prediction. Evaluate whether data analysis and automation can support those tasks and free time for strategic initiatives and workplace culture; gains are not automatic.

However, AI isn’t without risks. Challenges such as the "black box" problem can undermine trust and accountability. Additionally, biases in data could be amplified, potentially harming DEI efforts.

So, how can organizations strike the right balance? We sat down with Stefano Besana, Partner at Deloitte in Human Capital and Workforce Transformation, Brian Reiff, Founder and CEO of Surecoded, and our very own Jack Lau, Co-Founder and CEO of Litespace, to find out.

Archive note: These are summarized notes from a past Litespace webinar, with its original event-promotion cover. The recording was published September 11, 2024; the live-event date is not verified. Speaker roles, relative dates and tool references reflect that discussion, not updated biographies or current recommendations.

1. When did you first realize AI's potential in HR? (1:47)

Stefano: My master's dissertation in psychology focused on AI's impact on the workforce, a topic I’ve studied since 2011. Recently, AI applications and investments have surged, and we’re now seeing tangible applications in HR and organizational management.

Brian: AI’s potential has grown significantly with recent advancements like ChatGPT. While AI has been around since the 1960s, today’s investments are pushing its capabilities. Executives are eager to adopt AI, and HR is an ideal starting point for this transformation.

Jack: We first saw AI in HR with applicant tracking systems (ATS) in 2015. The big change came last year with large language models like GPT. These advancements have expanded AI's use from recruitment to personalized onboarding and performance management. Compliance with privacy policies remains crucial.

2. What are prominent use cases for AI in HR? (8:22)

Jack: AI is transforming HR processes, starting with recruitment tools that help candidates with interviews and resume optimization. Companies use AI to streamline onboarding, improve performance management, and document progress. AI also captures data to address issues promptly and enhance the employee experience.

Brian: Beyond direct HR applications, AI will shape company-wide policies, as seen with Microsoft's Co-Pilot. HR must define effective use of these tools and enhance employee well-being with personalized support. As HR leads this change, it will shape the future of workplace AI.

Stefano: AI enhances HR functions like onboarding, learning, performance management, and workforce planning by improving efficiency and insights. HR practitioners should focus on specific use cases and lead the cultural and operational transformations AI brings.

3. What new risks does AI introduce, and how can HR mitigate them? (17:50)

Brian: Mitigating AI risks involves continuously updated policies and procedures. IBM's Watson governance platform shows how policies must evolve with new technology. Establishing robust procedures in advance helps manage risks like disinformation and incorrect data. AI should enhance, not replace, human functions.

Stefano: AI poses risks, including diversity and inclusion issues. It's important to ensure all employees can use AI effectively to avoid creating inequalities. Managing data quality and performance assessments is also crucial. Balancing human and machine evaluations can mitigate these risks.

Jack: Addressing biases in AI training data is challenging but essential. Diversifying training data can help. Organizations should prepare for AI’s impact on roles by ensuring continuous learning and upskilling. Thoughtful implementation is key to navigating these transitions.

4. How can HR employees prepare themselves for this new workplace environment? (27:57)

Stefano: Adapting to this rapidly changing environment requires reflexivity—being able to reflect and adapt to the evolving AI landscape. HR professionals should stay aware of technological advancements and their implications for the workforce.

Jack: HR employees can thrive by embracing continuous learning and experimentation. Staying updated with AI tools and providing feedback on implementations will help integrate AI effectively into HR processes.

Brian: Prioritize upskilling through free resources, online courses, and conferences. Staying informed about AI developments is crucial. Collaborating with IT and data teams will help navigate and implement AI changes effectively.

Takeaways

AI may support recruitment, onboarding, performance management and employee experience; benefits need evaluation. To thrive, HR professionals must prioritize continuous learning and upskilling. Use free resources and conferences to stay current with AI advancements. Foster collaboration with IT and data teams to manage risks and integrate AI effectively. Evaluate workplace results before expanding an application.

Editor-composed follow-up worksheet

Use Govern, Map, Measure and Manage, the four functions of NIST’s voluntary AI risk-management guidance, to organize a small exercise. This is not a validated checklist or proof of compliance, safety or fairness.

• Govern: Accountable human owner: __. Review date: __. A responsible human must check every output before use. Exclude silently automated employment eligibility or employee-outcome decisions.
• Map: Task and intended benefit: __. Excluded decisions: __. Permitted or synthetic inputs: __.
• Measure: Checks against authoritative source answers: __. Observed errors: __. Total review effort: __.
• Manage: Stop/escalation condition: __. Next decision: __.

Hypothetical onboarding-FAQ example: Owner: HR policy owner. Task: draft answers to onboarding questions to ease drafting; no employment decisions. Inputs: approved policy content and synthetic questions, no real personal records. Check: the owner compares every draft with the policy and finds invented paid birthday leave absent from the source. Action: withhold the draft from employees; stop and revise the exercise with the policy owner before reviewing again. Pass condition for this exercise: source-correct answers, with unresolved questions routed to the owner.

Resources and Links

If you liked this content and want to learn more, watch the webinar recording to hear full responses and the Q&A section, and find Stefano, Brian, and Jack on LinkedIn.