Risks of Using AI in Human Resources

Source: https://inc42.com/

Artificial intelligence has the potential to transform the way much work is done in the human resources divisions of companies. For example, Nickle LaMoreaux, IBM's chief human resources officer, told Fortune, “We’ve got over 280 different A.I. automations running inside HR right now. That’s what is different here. It’s making HR more human because we’re spending time on things that matter.” Fortune reports that IBM saved 12,000 hours in 18 months by applying artificial intelligence to a series of human resource tasks.  However, Paige McGlaufin has written an excellent article for Fortune highlighting several critical risks that may emerge as artificial intelligence transforms the way human resources departments do their work.

1.  The potential for bias:  Several companies have learned that artificial intelligence tools exhibit a bias against certain groups of employees or job candidates.  

2. The potential for data leaks:  Firms will have to be highly vigilant to be sure private information about employees and job candidates does not get leaked and misused by others.  

3.  The potential for relationship breakdowns:  Efficiency clearly can be enhanced using artificial intelligence.   However, one has to ask:  Will that efficiency have a detrimental impact on the social connections that are crucial to getting work done and retaining employees?  McGlaufin writes, 

"But that efficiency could come at the cost of interpersonal connections. Imagine a scenario where A.I. tools fully administer the hiring and onboarding process: “If I’m a new employee and A.I. is getting my materials and my laptop, onboarding, and online tutorials, I don’t feel connected to the organization,” says Dustin York, a communications professor at Maryville University. That could spell trouble for retention. “I can easily leave and go somewhere else.”

4. The potential for employee  pushback regarding AI tools:  Many employees exhibit an aversion to the use of artificial intelligence tools for certain tasks.  Julia Dhar, director and managing partner at Boston Consulting Group, told Fortune:   “Change doesn’t come super comfortably to human beings. And if executives and leaders are consistently out there only saying that this change is exciting and energizing, you’re unlikely to bring people with you."