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WHERE DOES ARTIFICIAL INTELLIGENCE PLAY IN THE HR GAME?

Algorithms have a real place in talent management, but they have a real price, too. Before you make a huge organizational investment, discover where AI actually works—and, crucially, where it doesn’t

By | Jason Narlock | Allan H | www.talent-quarterly.com

The world of work is changing, and organizations, jobs and careers as we’ve known them today are experiencing fundamental transformations. As senior leaders and HR professionals plan for the future, the promise of artificial intelligence (AI) and data science (DS) to transform organizational capabilities has become a sort of true north for business, human capital, and talent management strategies. 

But do we really know what we’re talking about when we throw these terms around?

In fact, the expectations for AI and DS in HR are so high that at this altitude, there are consequences and decisions to be made. Vendors are breathlessly talking up the potential of “big data,” even if the actual volume of data used in HR remains comparatively small. 

Leaders see an opportunity in AI to accelerate productivity, but lose sight of the costs required to fully leverage this type of technology. And practitioners, who see the potential of AI to augment rather than replace our talent processes, are unclear about the best next steps. Plus, we’ve been hearing about the AI opportunity for more than a decade, but in many applications, the reality has yet to catch up to the hype.

Is there a case, then, for AI in HR? Absolutely. But it requires climbing down from the higher peaks of expectation to gain a better view of where AI works today in HR, where AI should work, and recognizing where AI may never work. After all, if the shift to AI will result in a stronger emphasis on the “human” in human resources, we need to be clear about where to draw the line.

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Source
www.talent-quarterly.com
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