Introduction
The landscape is overwhelming. Tech vendors are jumping on the bandwagon, from AI-powered washing machines to AI-directed leadership insights (AKA spying on your employees). There are also concerns about what the future of technology holds. Will it be Skynet or Her?
What is our role as HR systems professionals in this dynamic and confusing environment?
In this article series, I aim to cut through the noise by providing a clear and practical approach to tackling this challenge. We possess the skills to make these tools work for employees and understand privacy, bias, and accuracy implications.
While confusing and overwhelming, this environment presents a unique opportunity for those of us in HR tech to drive strategic, technology-enhanced change for our organizations.
Background
AI technology in HR is not new. Tools exist for Resume screening, course recommendations, and data scrubbing. The current hype around Generative AI in HR stems from the accessibility it provides and the capabilities it enables.
Dharmesh Shah of HubSpot stated, "Netscape was to the Internet what ChatGPT is to Artificial Intelligence…the browser helped millions of mere mortals connect the dots on what could be done, and dream of what could be."1 Generative AI is shining a spotlight on high-powered computing for our leaders.
Generative AI is just the beginning, however. The impact for HR systems and our workforce lies in automation and interactive AI simplifying tedious and error-prone tasks in our HR workflows. These tools can also analyze vast amounts of data, generating insights and identifying data errors like employees missing key benefits.
Mustafa Suleyman stated,
"Conversation is the future interface…instead of just clicking on buttons and typing, you're going to talk to your AI. And these AIs will be able to take actions. You will give it a general, high-level goal and it will use all the tools it has to act on that. They'll talk to other people, talk to other AIs."2
Imagine telling an AI assistant that you want to hire someone. The agent will walk through the steps for you to get the necessary approvals, create and post the job requisition, and complete the hiring process once you have identified the candidate.
Among the promise of what this technology brings, there are many concerns.
How do we protect our employees' data, ensure it is free of bias, and that the output we are receiving is accurate?
Will this technology eliminate jobs?
Will it wipe out the human race? (The jury is still out on this https://www.abc.net.au/news/2023-07-15/whats-your-pdoom-ai-researchers-worry-catastrophe/102591340).
We have our work cut out for us, but we are up to the task.
Why us?
HR Tech professionals have long existed in a world of ambiguity, existing in the limbo between HR and IT. We deal with rapidly changing expectations and, in many cases, minimal support and training. On top of this, we are dealing with layers of privacy, confidentiality, and regulatory oversight.
This results in us bootstrapping solutions, experimenting with different tools, and "making things work." We provide the cornerstone of best practices in HR for technology usage – change management, data protection and security, and user-focused design. By the nature of our work, we must be innovative and problem solvers.
We are the tinkerers and creators of our organizations—the HR wizards.
The AI revolution demands this skill set. We must create innovative solutions that tie to organizational objectives while ensuring they work for the end users and comply with various regulatory and data privacy requirements.
What does this look like?
At the end of the day, AI is a tool just like our core HRIS, applicant tracking, learning management, and other HR systems. It can drive value but only when deployed with the proper support structure.
I propose a model for technology deployment built on a foundation of mindset, skills, and successful execution. I will dive deeper into the applications of this pyramid in the following article, but to summarize:
The foundation is our habits and mindsets around technology, including focusing on organizational value and employee experience.
The middle layer reflects the skills we must develop and practice to deploy technology successfully, such as project and change management.
The top layer reflects the implementation itself from selection through deployment.
Jason Averbrook suggests HRIS tech roles should be retitled to HR Digital Strategists, and this label defines how we should see our roles, not just as the people who "make everything work" but as the drivers of a technology-centered strategy within HR.
Concluding Thoughts
Like a ship preparing to leave the harbor, we have an uncertain journey ahead of us full of peril and opportunity. We are not just passengers but are the navigators, plotting the way forward.
And this adventure encompasses more than just the HR systems team. Our HR colleagues and company leaders must join this conversation.
In the next installment, we will dive into concrete steps to prepare for this wave of change. It's scary, but we have what it takes.
Reader Questions
Send me your questions at timwhitley@hrtechwizard.com, and I will answer them in future posts.
Interesting Stories from the Week
Microsoft Copilot and Bing Chat Enterprise are set to be introduced on November 1st. These tools join Google’s Duet AI as enterprise-level Generative AI tools. Full article here
The article identifies key obstacles to achieving cognitive diversity—like social homogeneity and unconscious bias—and offers actionable solutions like active listening and workplace education. It stresses that embracing diverse perspectives is essential for enhancing creativity and problem-solving, both individually and organizationally. Full article here
How the Mars Rover Inspires a future of Human and Machine working together -
The article challenges the pervasive "replacement myth" that AI will supplant human roles, arguing instead for a more collaborative, "mixed autonomy" approach. Drawing from research on NASA's human-robot teams, it demonstrates that ethical issues surrounding AI, such as job loss and biases, are mitigated when the focus shifts from replacement to augmentation of human capabilities. The article suggests that ethical and productive human-machine collaborations are not just possible but already in operation. Full article here
Centaurs and Cyborgs on the Jagged Frontier
HR Tech Career Opportunities
Disclaimer: Unless otherwise specified, I can’t speak to the quality of the job or the company. I am displaying jobs I have found online that seem to have broad appeal regarding job requirements and work location. If you have an HR tech job you would like me to highlight, please email it to me..
HR Systems & Analytics Manager - AESC - Santa Clara, CA or Smyrna, TN
Organizational Effectiveness Partner - Albermarle Corporation - Charlotte, NC/Hybrid
Manager IT Applications, HR Technology - Ceridian - Remote
Product Manager, HRIS - Insperity - Remote
More Opportunities to Connect
LinkedIn https://www.linkedin.com/in/timwhitley1/
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https://www.linkedin.com/posts/dharmesh_netscape-was-to-the-internet-what-chatgpt-activity-7010750377222373377-m1FN/