AI and HR

There is so much anxiety about artificial intelligence. It is a topic that is embroiled in conflict, so what better topic to discuss as April – Workplace Conflict Awareness Month – draws to a close.

The following are some questions for leaders to consider about the use of AI within their HR function, and our thoughts:

Question: What fears or concerns do employees have about AI in HR—and how can their fears be addressed proactively?

Response: Employees are likely fearful that their jobs will be replaced. Rather than approaching AI as a threat, there is an opportunity to focus on employee development and growth. There has never been a better time or a better reason to provide workers, especially those workers in process-oriented jobs, with new skills so they can take on more exciting and challenging work.

Question: Where is the greatest opportunity for AI to support HR and employees—without replacing the human touch?

Response: The first thing that comes to mind is a service-center environment where employees are seeking answers. For example, a simple question about benefits coverage—does our vision care cover contact lenses—could be answered yes or no then point employees to further information. This would free up HR staff to focus on more complex issues that need human interaction, such as assisting an employee with a request for a FMLA leave.

Question: What does “human-centered HR” mean to you in this new era of automation and data-driven decision-making?

Response: Using judgment—not taking judgment out of the decision-making process.

There are so many things in HR that are not black and white—issues involving human behavior. In these circumstances, there’s not ONE RIGHT way to handle any given situation. That is the underlying theme of our book, They Did What? It was written from the employee relations perspective of HR.

Data is a tool to aid decision making, not to replace it. While AI is capable of summarizing complex and lengthy documents, other factors must be considered when making decisions about the appropriate actions to take in behavioral situations.

Question: How can HR leaders ensure that AI systems reflect organizational values?

Response: Understand employees’ needs and fears, and take a measured, conservative approach when adopting AI. Show employees how AI will aid them and not replace them. People are not resistant of change; they are resistant of being changed. So, invite them into the process when you are implementing AI tools. Let them be involved.

Question: What’s one human skill or trait that should never be replaced by AI in HR—and why?

Response: That’s simple—empathy. It’s the heart of being human and employees need to know that someone is listening to them and not just hearing them. They need to know someone really cares.

Final thoughts: Rather than allowing AI to confuse you, understand it. Rather than let AI define and absorb your culture, define how AI will support your organization and culture.