How HR Executives Should Work with AI

August 28, 2019 Aon's Assessment Solutions

First published on LinkedIn

For HR, AI’s power is growing far beyond the ability to quickly analyze resumes. However, executives and organizations might not be ready for this new wave of capabilities.

Deloitte’s 2018 Global Human Capital Trends study found that while 72% of the HR leaders it surveyed feel AI is important, just 31% are ready to tackle its potential to transform their company.

We’ve put together four critical considerations for you to address your readiness gap and prepare to adequately wield AI for the benefit of your organization.

Separate Data and Decision

Apply AI insights to inform your objective decision-making but be wary of handing over the keys to the kingdom. AI platforms are smart enough to collect, curate and crunch data to determine patterns and predict challenges, but they are not necessarily smart enough to determine appropriate actions.

Consider employee complaints about a new benefit. AI can use natural language processing (NLP) to analyze related messages in a fraction of the time it would take humans. An AI not focused on employee satisfaction potentially would remove the benefit to alleviate complaints about it. Instead, HR executives can use the data for a clear look at concerns and focus on finding solutions to adjust and keep the policy if it is beneficial.

Remember to Be Human

It’s important for HR executives and hiring managers to create a human connection as AI takes over more processes. A human face or touch during interactions will help employees or potential hires feel like their interactions with your company are still personal.

AI operates autonomously in many areas, but today’s workforce often interprets this as an indication that humans aren’t in control. It generates unfavorable reactions toward both AI and your company’s policies or decisions.

Address those concerns by directly demonstrating how people are involved. So, if you’re using AI for hiring purposes, notifications should still be tied to a specific person who can answer concerns or provide explanations.
AI still needs humans.

Keep Reasoning Visible

Regulatory compliance is a significant concern for HR. When AI is allowed to make decisions, from determining benefit eligibility to candidate screening, a black box’s opaqueness creates risks.

Executives must always strive to create a transparent glass box AI that can show stakeholders what is being measured, how this data is used and how it can be adjusted to limit liability.

After building the glass box, show people how it is used. We’ve found that people more familiar with AI are typically more accepting of its use and the decisions it makes.

Be Picky for Your Pilot

HR executives should consider their company’s overall appetite for AI and existing infrastructure before making major AI plans. Having a well-defined approach to the technology and selective application can help projects be more successful, bolstering leadership’s support of AI initiatives.

Consider choosing a pilot that provides you with significant data you believe will be useful. It should also support the glass-box clarity and allow your team to manage some interactions. This design will protect your company and help build trust with AI for future efforts.

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