Article: Thinking about AI in HR? Brian Sommer’s insights

With the revolutionary impact of Artificial Intelligence in the world of work, an increasing number of HR and talent professionals worldwide are adopting AI-backed HR technologies for more effective talent management. However, to fully leverage the potential of talent and enhance business value through AI in HR, their role must persist in addressing associated issues, exploring potentialities, and implementing effective strategies for optimal outcomes. Recently, the founder and president of TechVentive, Brian Sommer, delivered a keynote on ‘HR & AI: What’s Possible, What’s Practical & What You Should Implement (Or Not!)’ at People Matters’ TechHR PULSE Mumbai 2024. During this event, he underscored the importance of asking the right questions and conducting thorough due diligence when considering the implementation of AI in HR.

Here are key takeaways from Brian’s keynote on AI in HR

To understand the possibilities and practicalities of AI in HR, it is important to break down the various aspects related to it. Brian identified five key areas as follows:

#1 AI in HR: Opportunities

This encompasses the potential benefits and challenges associated with using AI in HR processes, which may include improved efficiency in recruitment, better employee engagement, or enhanced decision-making through data analysis. For example, “AI can aid in predicting skill development needs or identifying talent competencies. It can also help solve complex problems like automating accounting transactions or streamlining tasks such as payroll integration with the general ledger.”

#2 AI in HR: Concerns

These may include bias in algorithms, privacy concerns, or job displacement. AI saves time and potential that can now be invested in strategic activities; however, there are misconceptions about AI that lead to concerns about job loss.

Brian said, “Despite this, AI typically augments rather than replaces human roles. Hence, while certain job functions might face some vulnerability, the overall impact is often mitigated by natural attrition.

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#3 AI in HR: Intersections and Investments

This refers to the possible ways AI technologies intersect with traditional HR functions such as recruitment, employee training, performance management, and talent management. Determining where to invest is a crucial aspect of integrating AI automation into HR processes. The current focus lies on reducing errors, enhancing productivity, and optimising processes, such as interview scheduling. Generative AI tools are often praised for their transformative potential in job description generation. However, Brian underscored, “It's unnecessary to invest in costly third-party products for this. Many online resources offer similar capabilities at minimal costs or for free. Ensure not to include external data in HR applications that may not be relevant to your organisation, as it could adversely affect your ESG efforts. It's crucial to consider the environmental impact of AI tools, especially given the significant increase in data centre capacity allocated to AI. It's essential to address copyright issues that may arise from AI-generated content, as well as ensure transparency and accountability in AI development and deployment, when considering the implementation of AI in HR, it's crucial to ask the right questions and conduct thorough due diligence.”

#4 AI in HR: Developing Countermeasures

This involves addressing the challenges and mitigating the risks associated with AI implementation in HR by developing tools or protocols to ensure fairness, transparency, and ethical use because there will be multiple end users.

“It's essential to implement robust countermeasures to mitigate the misuse of AI, such as unauthorised job applications generated by AI bots. These countermeasures should address the limitations of existing systems, such as Applicant Tracking Systems and consider the potential impact of false positives and false negatives on recruitment outcomes.” emphasised Brian

#5 AI in HR: Establishing Policies

This emphasises the importance of creating policies and guidelines to govern the use of AI in HR, including data privacy, algorithmic transparency, employee rights, and ethical considerations.

"AI holds immense promise, but understanding its nuances and potential risks is essential. Implementing policies and measures to deter the use of generative AI tools can help safeguard against unethical practices and ensure fair competition in the job market," added Brian.