AI and HR: Join the Conversation
SIOP Member Sara Gutierrez and SIOP Fellow Richard N. Landers counsel HR professionals on maximizing AI’s value with their new white paper, “How To Survive the AI Revolution in HR: Culture Change and Immediate Action.”
Used as a tool that has tremendous positive potential, Gutierrez says that AI helps HR practices become “more efficient, insightful, and employee-centric.” This leads to increased productivity that motivates employees through the measurement tools AI provides.
Maybe an employee needs to drink more water or move more frequently; AI can measure how often those breaks are taken. “With AI, HR teams can quickly derive valuable insights from vast and diverse data sources,” Gutierrez explains, “improving decision making regarding employee performance and engagement.”
Used as a tool with equally tremendous negative potential, however, the results can be the opposite, as expected. Its success or failure depends on how it is applied.
The same can be said of time clocks, computer records, and card-swiped door locks, now commonplace but once met with skepticism. Similar to these tools, AI can result in higher productivity, or they can instill mistrust among employees, resulting in lower productivity.
To this end, Gutierrez and Landers encourage HR professionals to explore, learn about, and thoughtfully apply AI. It is already here and offers tangible advantages to the HR professionals who use it for maximum benefit. It will not disappear unless it is replaced by something even more useful, from a strategic perspective, for employees and for companies.
“As organizations continue to recognize the benefit of AI, the investment in AI technology for HR will grow,” Gutierrez says, “solidifying its presence and significance in the field.”
Transparency is key to the success, she added: “Employees and candidates may worry about how AI decisions are made and whether these decisions are fair and unbiased. In order to assure these groups, it is crucial for organizations to be transparent about how AI is being used.”
Do not fear artificial intelligence, Landers advises; it is just the newest tool or technique that HR professionals can use. For example, prospective employees may benefit from standardization that does not involve the subjectivity that may have been present in past interviews.
By utilizing a standard, structured assessment, employees have the potential to be matched with ideal organizational roles that they enjoy and are less likely to leave. Retention prevents the need for replacement (recruitment) by reducing turnover. That, in turn, increases productivity.
Landers emphasizes that AI has already been used for several decades, depending on how one defines the term. Of the five company actions the white paper outlines, Landers says the first action, “Constantly Upskill Decision Makers About AI,” may be the most important.
“A company’s actions start with the decision to learn how to use AI effectively,” Landers says. “Be a part of the conversation.”
More information, including insightful overview, eight AI concerns, practical application, and recommended actions, is available in the full white paper.
SIOP also looks at AI in the upcoming Work Smart Series virtual workshop, Understanding and Evaluating AI Solutions, on Aug. 14. This question-driven virtual workshop will provide attendees with 5 key practical takeaways designed to guide them through the evaluation and application of GenAI methodologies in their research and practice.