Three ways to promote AI tools in human resources

The past decade has brought a rapid expansion in the availability of and interest in artificial intelligence (AI) based tools to do HR tasks, but currently these tools risk being on the one hand oversold while at the same time overly feared.

These opposing forces in turn make it difficult to implement AI-based HR tools in an effective and responsible way.

At the same time, the use of AI in HR raises concerns given AI’s potential for problems in areas such as data privacy and bias. These concerns are amplified in the HR context where decisions can have significant impacts of people’s lives.

While the need for caution when deploying AI-based HR is well-justified, one should also acknowledge problems with the status quo, including well-documented patterns of bias as well as over-reliance on gut decisions. Too much fear of AI in HR will lead us to miss real opportunities to make HR processes fairer and more effective.

Organizations need to promote the responsible use of AI-based tools in human resources. This can be attained by three ways:

1. Involve multiple stakeholders and equip them with the necessary skills

Overcoming the fear of AI in HR requires involving multiple stakeholders in the process of selecting and adopting AI-based HR tools, including HR professionals as well as the workers who will be impacted by such tools.

It is also important that everyone should be encouraged to learn the basics of how AI systems work. Contrary to expectations, these basics are relatively easy to grasp.

This greater involvement and understanding will lead to both the better selection of AI-based HR tools that fit with the organization, as well as more informed and less fearful users.

2. Provide a balanced understanding of AI tools

The creators of AI-based HR tools, meanwhile, should move away from selling AI as a mysterious and powerful tool and toward emphasizing thoughtful, understandable, and trustworthy designs. Not only is this the more responsible path, but with growing concerns around the potential ethical and legal challenges of AI in HR, organizations are increasingly valuing this approach.

A tool that is clear about how it works, provides explanations for its recommendations, and is less grandiose in its claims will provide organizations and users with a better understanding of how the recommendations generated by the AI algorithm can be combined with human input and oversight in an effective way.

3. Establish an organizational infrastructure

Organizations should finally recognize that the effective use of AI-based HR tools requires considerable planning, with a key aspect of that planning centering on the human-AI relationship.

One aspect of this planning includes ensuring that the previous two steps are taken: that users have an adequate input into and understanding of the AI system, and that the tool being used is transparent and understandable.

In addition, organizations need to give considerable thought and guidance on how employees should use the tool and combine its use with their own insights and judgements.

Source: World Economic Forum, WEF