For human resources teams seeing productivity boosts in their recruiters, higher conversions and more meaningful engagement with candidates, AI is the coin of the realm.
 

With the right HR technology platform, there is new support for teams as AI can generate relevant job descriptions based on role requirements, past ideal candidates, and current high-performing employees. It personalizes emails, texts and WhatsApp messages to candidates and generates answers to chatbot questions. And so much more.

These capabilities would have been a pipe dream just a few years ago.

The real excitement, however, lies in what is to come.

The future is moving from copilots to AI agents that can do a particular set of tasks. The aim is to create an AI experience that can automatically delineate between job types, and then determine where automation should be used to fill certain roles — and where a recruiter needs to be involved for a personal touch. It’s an entirely self-directed process that can be overseen by the human in the loop but not necessarily started by that human. Advancement in AI is happening swiftly!

This has been the year of experimentation for generative AI; 2024 will be about gen AI in full production and used heavily in the workplace. CHROs will be asked to dig in and define how their companies will compete in this space.
  
It is hard to recall a more pivotal moment than now for HR. Technology is advancing so fast and removing some of the barriers previously thought impenetrable. It used to be a given that combing through a stack of resumes was just part of the job. That’s no longer the case.

As the discussion turns to what the future holds for AI in talent acquisition, one topic that is largely missing from the debate is the role of the chief human resources officer. It is that executive, more than any other in the C-suite, who will have outsized influence as to what technologies are procured and how they are used.

CHROs Are the Deciders

Chief executive officers are increasingly turning to CHROs to take the lead on all matters AI-related, even ahead of the chief information officer. HR leaders are uniquely suited to the task since their roles are all about preparing the workforce for what’s about to come.

By incorporating AI into both HR and business practices, CHROs can help their business partners streamline operations, unlock insights from vast amounts of data, and leverage predictive analytics to make informed decisions and bring new success and profitability to the bottom line.

It should come as no surprise that more than 80% of HR leaders have already explored or implemented AI solutions to improve efficiency within their organizations, one study found.

Even still, there is some trepidation about how far and how fast to go. That was one of the takeaways from a recent gathering of nearly two dozen CHROs. They know that AI is good for their business, but they have concerns about regulations and legislation. That’s understandable with any new emerging technology.

CHROs can tread carefully yet confidently by following these steps to balance the risks and rewards:

AI Bill of Rights

1. Humans in the loop: While AI can automate and streamline processes, CHROs should ensure that AI systems are designed to be kept accountable through multiple means in a transparent environment, and built to augment human capabilities rather than replace them.


2. AI as a copilot, not a lead: CHROs should still consider AI as a partner in decision-making, providing data-driven insights and recommendations. The role of AI is to support human judgment and provide valuable guidance, enabling CHROs and others to take more informed actions.


3. Prepare your people to use AI with critical thinking skills. As AI becomes more prevalent, CHROs must invest in upskilling and reskilling employees to effectively collaborate with AI technologies. Developing critical thinking skills will enable employees to leverage AI's capabilities while maintaining a human-focused approach.


4. Drive for automation, personalization, acceleration, and ethical use of AI. CHROs should prioritize the automation of repetitive tasks, enabling HR teams to focus on strategic initiatives. Additionally, personalization and acceleration of HR processes can enhance employee experiences. Ethical considerations, such as fairness and transparency, should also be at the forefront of AI adoption within HR functions.


5. Don’t do it alone. It’s not enough to convince senior colleagues to invest in AI, CHROs also have to own the technology once it’s set up. Don’t delegate it to the IT team or anyone else. If a CHRO’s technical chops aren’t up to snuff, consider partnering with a third party that knows the technology inside and out. Some of these providers even offer legal and regulatory consultation given the rise in AI legislation.

Confusion over what laws say and don’t say has led to some organizations turning off AI on the advice of lawyers, limiting the benefits to the organization. Most legal and compliance teams welcome the use of technology. What they are unsure of is how to defend its results.

Yet, businesses continue to be challenged with scaling and growing. So how does an organization understand scalable innovation? How does a CHRO prepare the HR team for not only today's innovation, but tomorrow’s too? That’s where third-party experts can fill the void.

CHROs as Futurists

Today’s link between CHROs and future recruiting technologies is too important to ignore, unlike in the past when the function simply administered the process of HR. It has since transformed into a proactive futurist and change leader in the organization. The HR team is now a difference-maker.

It is that team and their leader who put a company on the cutting edge of innovation. So, in the end, it’s the CHRO who matters just as much as the technology.

Author Bio

Jess Elmquist is the Chief Human Resources Officer and Chief Evangelist at Phenom.

Error: No such template "/CustomCode/topleader/category"!