By Amy Shabacker Dufrane
Recently, HRCI co-hosted a very special HRCInsights, our weekly event series on the latest HR products, services, and technologies. It will be no surprise that AI took front and center of our discussion. Ranging from “poised to change the future of HR forever,” according to researchers at Gartner, to what feels like a late-night TV ad for the latest miracle cure, there’s one thing for sure: AI is here to stay.
Participating in our conversation about AI were my esteemed colleagues John Ferguson, SHRM-CP, PHR, Chief Human Resources Officer at NASCAR; Alfred Frager, Ph.D., Assistant Professor of Practice, College of Business, University of Louisville; and Mark Lagestee, Chief People Officer of Yum! Brands. Dr. Frager moderated the session, which served as the College of Business at the University of Louisville’s inaugural CHRO Roundtable. These experts generously shared their knowledge and considerable experience in how HR drives organizational success.
As HR professionals, it won’t surprise you that while our intent was to discuss AI, the macro issue of change and the speed of change could not be ignored. Change is now our norm, not the exception. Embracing change rather than planning for it as a one-off event defines today’s HR function. Inherent in the degree of change we’re all experiencing are modern technologies, and AI is the embodiment of its possibilities. AI is recalibrating skills, education, and leadership. It’s driving tactical changes down to how job descriptions are written, the tone of employee communications, and how candidates are sourced – and quickly.
Although space constraints preclude me from sharing our full transcript, here are some highlights from the Roundtable:
- Starting off with how HR teams can support the successful implementation of AI, my co-panelists considered researching the holistic application of AI at an organizational level to ensure employees are comfortable with the technology first. From there, I talked about the opportunity for HR to lead the change management process as a way to reinforce organizational culture. From my perspective, this might include developing training materials and workshops or a sandbox to help employees get used to new solutions.
- Dr. Frager steered the conversation towards the need for a mindset of change, particularly in the context of AI’s implications in HR. Drawing parallels with the advent of the internet, our panel explored how AI will transform all aspects of work, from education and credentials to headcount and work processes. This underscores the urgency for HR professionals to incorporate AI into their skill sets, as this technology is set to redefine the entire function.
- Our discussion also delved into the practical applications of AI, with generative AI emerging as a recurring theme. Mark highlighted its potential in drafting job descriptions, while John discussed its role in refining prompts and editing language. However, the panel agreed that, for now, generative AI tools like ChatGPT are still a stretch for HR, as organizations are still grappling with the concept of AI in general.
- Even so, given the implications discussed earlier and throughout our session, there is a feeling of immediacy behind the adoption of AI for HR, with organizations – and individuals – keen to stay competitive in this new era. The gating item appears to be the concerns around data security and compliance, especially as legislation around AI is nascent. Few HR teams would be willing to take a chance on AI-based solutions when organizational risk is involved, making this still a wait-and-see for many.
Our last point is particularly relevant. As HR professionals, we need assurances that whatever we’re rolling out to our workforce is compliant and field-tested. Yet, in their race to remain competitive, many of the vendors in the HR space are rushing to market with AI solutions without full disclosure as to their extent. And, according to those researchers at Gartner, 76 percent of HR leaders believe that if their organization does not adopt and implement AI solutions in the next 12 to 24 months, they will be lagging in organizational success compared to those that do. Regardless, it’s not surprising that HR is proceeding with caution, as careful analysis before bringing AI-powered products into the organization is a must.
HR is uniquely positioned to manage change. Relied upon to support mergers & acquisitions, new growth strategies, and global expansion into new markets, HR is the same function that rose up quickly to become “COVID czars.” We’re the same professionals researching and implementing these new AI solutions, taking a structured approach to make effective decisions. And we’re the ones taking a longer-term view of what the next changes will be. New technologies come and go; the HR profession and our ability to cultivate a mindset of change through continuous learning is the change that’s here to stay.
