mistakes , bring your employee base with you , let them have a say in what they want so that solutions are meaningful to them . It ’ s all fine having the most techy , whizzy solution , but if it is not what the employee or business wants , then basically it just turns into an expense and the budget could have been used elsewhere .”
Further to Gill ’ s explanation of an effective strategy , Joyce adds that
“ it is important that HR teams feel involved in the AI solutions . AI should not be ‘ done to ’ but ‘ with ’. Most of the data or processes that AI will change or replace will be owned by the HR or People teams and it is very important that the ownership stays with them . Letting the HR team have a say in how the AI will operate will help drive the adoption and take away uncertainty . It is important that content owners trust the AI to make the right decision or answer the question correctly , especially in an area like HR .”
Ultimately Joyce concludes that when it comes to the collaboration of humans and AI in HR operations , “ An open mind is critical . Technology is changing rapidly and what may be true today can change tomorrow .” As a result , organisations need to be agile in their thinking . Joyce also highlights that emerging technology is not perfect to begin with , and there may be failures along the way . “ Having strong stakeholders , a resilient culture , and accepting potential failures as a learning curve instead of a reason to stop will allow companies to keep moving forward , and then ultimately reap huge rewards .”
47 businesschief . eu