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At the Society for Human Resource Management’s AI+HI project conference (which stands for Artificial Intelligence + Human Intelligence), experts discussed integrating artificial intelligence into businesses and the workforce. The organization revealed in its most recent annual report that less than 15% of employees and HR professionals believe artificial intelligence is effectively integrated into their workplace.
Johnny Taylor, CEO of the Society for Human Resource Management, joins Yahoo Finance to discuss the organization’s findings, AI use cases in the workplace, and the future of AI for workers and businesses.
When asked how companies think about retaining employees and bringing in new ones through AI training, Taylor said it’s like an investment: “In the past, learning and development was really considered a benefit for employees. Now, Employers are increasingly taking this seriously,” recognizing it as an investment in their business. Because at the end of the day…a business is a collection of its people. We look at it as an investment. It’s a long-term investment, and at this point, it’s something we have to keep doing. “
For more expert insights and the latest market updates, click here to watch the full episode of Yahoo Finance Live.
Editor’s Note: The author of this article is Nicholas Jacobino
Video transcript
Rachel Akufo: So what will the workforce look like when artificial intelligence is combined with human ingenuity? Well, these were some of the topics explored at the Society for Human Resource Management’s recent Artificial Intelligence + Artificial Intelligence conference. Now, some companies risk falling behind. Their most recent annual report states that only 12% of HR professionals and 15% of U.S. workers believe their organizations are effectively integrating artificial intelligence into the workplace.
With that in mind, let’s invite Johnny Taylor, CEO of the Society for Human Resource Management, to discuss more. Thank you for joining me this morning. So I know when-
Johnny Taylor: Nice to meet you.
Rachel Akufo: – We tend to talk about artificial intelligence and the workplace, and sometimes for employees, they encounter a lot of resistance and worry about where things are going. But at this recent meeting, it was more about collaboration between the two. What are some of the key use cases that support this?
Johnny Taylor: For example, what we know – by the way, thank you for having me here. Nice to meet you. Listen, in recruiting, number one, talent acquisition is the most common application of artificial intelligence right now. Let’s face it, if you’re a recruiting manager, if you work in HR, you post an application and you get a thousand resumes.
How do you legitimately review 1,000 high-quality resumes and look for all the right traits and skills in a candidate? So we definitely use is in recruiting and hiring. And then there’s more and more learning and development, especially as we’re forced to learn all the changing new technologies, new ways of doing business, and we use that to provide asynchronous, fast, effective education. And performance management, once you tell a person that they’re not doing a good job at their job, or conversely, that they’re doing a good job at their job, how do we give them the tools to do better or continue to perform better?
Rachel Akufo: So Johnny, when companies think about upskilling and retaining existing employees, or bringing in new employees who are already trained in AI, how do they think about these types of investments?
Johnny Taylor: Yes, that’s what they are, they are investments. In the past, learning and development was indeed considered a benefit for employees. Now, more and more employers are recognizing this as an investment in their business. Because at the end of the day, people are a business or a collection of its people.
So we view it as an investment. This is a long-term investment. It is at this point that we must continue to do so. Given the rapid changes we’re seeing in technology and tools, we know this isn’t about helping someone get a bachelor’s degree and then we’re done or an MBA. We’re going to have to retrain, keep cross-training, and retrain our employees because today’s technology will be obsolete tomorrow.
Rachel Akufo: indeed. So, with this in mind, it’s clear that artificial intelligence is only as good as the material it’s trained on. So how do we avoid some of the biases that arise in recruitment and retention and how employees are judged and evaluated? How do we eliminate some of these biases, or at least fine-tune the results that we get with the AI version or the collaborative version of AI?
Johnny Taylor: Well, first of all thank you. That’s the best question I have to tell you, because the question that’s often asked is, wow, aren’t these technologies, these algorithms, full of bias? Well, yes, but I have to tell you, they’re not biased anymore. In fact, data will tell you they are less biased than humans.
As good as we are, we bring all of our conscious and often unconscious biases into the recruiting process. For example, I have an open position for a recruiting manager that I need to fill immediately, and the most qualified candidate is a pregnant woman. I thought, oh, no, no, no, I can’t hire that person because she can’t – she’s going to be gone for a while. When she comes back, she probably won’t be fully committed because we know what happens to working mothers. In other words, all of our biases come into play.
Yes, there is no denying that there is some bias in this technology. But what we have – the advantage we have in technology, in artificial intelligence, is that we can examine those biases and correct them. The algorithm can be modified. Let me be clear, it is much easier to change them than it is to change, influence and influence the biases of humanity.
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