Category Archives: General

ai diversity inclusion

How AI Can Influence Diversity and Inclusion (for Better or Worse)

ai diversity inclusion

Recently, news broke that an AI-powered facial recognition technology used by law enforcement was actually biased against, well, pretty much everyone other than white men. This news hit the public like a slap in the face, but it’s something I’ve been seeing behind the scenes for some time now. Artificial intelligence as a technology isn’t good or bad – it just is.

AI, at its core, is like a toddler. Over time it learns and can improve its capabilities, but it isn’t smart enough to know the context and impact of its decisions in most cases. If we use it properly and with care, we can improve outcomes (including those related to D&I). If we use it carelessly, we can hamper our efforts and limit success both for our people and for our organizations more broadly.

In my book, Artificial Intelligence for HR, I talk about how employers can leverage AI technology to hire, develop, and engage their people, helping them to achieve the best results. It’s really a book about how to be more human at work (with fun stories and examples sprinkled throughout). Today we’ll explore some of the insights from my team’s research to make this conversation more concrete and actionable.

Negative Effects of AI

When you think about the negative impacts of artificial intelligence, your mind inevitably goes to something you’ve probably seen in a science fiction movie. Robots. Killer AI It’s a cliché, really, but the AI that I’m talking about today is less overt in nature.

Artificial intelligence algorithms are now being used for everything from child welfare to recidivism rates. If incorrect data are used, or if the algorithm has an underlying bias, then the results could be disastrous for those on the receiving end of the decision.

Within the workplace, AI can cause flaws in recruiting decisions, causing employers to avoid hiring qualified women and minorities. Amazon was courageous enough to come out last fall and share its own challenges with this process. Though some have disparaged the company for its results, I believe sharing the cautionary tale is a laudable act on the company’s part if it helps other firms realize the challenges that may exist.

Positive Effects of AI

At the same time, the positive opportunities presented by AI simply can’t be ignored. In a recent podcast interview with IBM’s Distinguished Engineer Lisa Seacat Deluca, she explained to me that the best way to create unbiased algorithms is to have a diverse team creating the software. This prevents groupthink and helps the team to think through outcomes for a variety of diverse individuals, not just a single group.

Let’s look at a few use cases for how AI can help in the workplace:

  • Uber uses an algorithm to set pay rates and schedule shifts for drivers, which allows it to cut the gender pay gap by half of what it is in the open market, improving pay equity for the more than 2 million drivers across the globe.
  • Unilever utilizes automated assessments and asynchronous video interviews to find talented, diverse college graduates to join its team. Moving away from a purely human-driven approach has increased diversity and candidate satisfaction.
  • Last fall I coached a startup in the HR Technology Conference “Next Great HR Tech Company” competition. The firm uses a chatbot to consume employee feedback surveys and performance review data to help coach managers on their individual performance issues, developing them into better leaders. If we developed all leaders, including diverse ones, then we would see more representation in the C-suite than we do today.

As you can see, the value in having an unbiased approach can lead to better outcomes on a range of factors, including diversity. That’s because machines are really great at certain things, but they’re terrible at others. That’s where humans come in.

The Core Human Skills of Work

When we look at history, every time automation has happened the resulting jobs are more human than the ones before them. We automate the more “robotic” components of the job, leaving it fundamentally changed. This means jobs will continue to shift into more human components, and soft skills will become key traits for employers to develop and seek. In researching dozens of sources, I found a core set of skills that we need to prioritize as employers so we don’t get tackled from behind by this algorithmic era.

Those skills include compassion, collaboration, creativity, critical thinking, and curiosity. I share more about them in this article, if you want to learn more, but it’s essential that we look for ways to develop these skills in ourselves and in our teams. Work is an essential component of being human, and these core human skills will set us apart from the AI, algorithms, and bots for the foreseeable future.

WOH 70: Hint: There’s No Perfect HR Tech System for Everyone

Did you realize that there’s no perfect system for every HR technology buyer? Also, did you know that applying HR technology to a broken process is a surefire way to make the wrong steps even more efficiently?

These are some of the key insights gathered during a conversation with Wade Larson, Director of HR for Wagstaff, a manufacturing firm specializing in aluminum casting. Among other topics discussed during the interview, Ben asks Wade about what it’s like working in a family-run business, what it takes to build a business case for HR software investments, and more.

Check out https://www.wagstaff.com/Wagstaff/About.htm to learn more about Wagstaff.

WOH 69: Pricing Skills Versus Jobs with Labor Market Intelligence

Today’s workplace is more flexible and fluid than ever before. In some cases, jobs are too broad, vague, and slow-moving to account for the speed of business. That’s why skills have become more important than ever before not just as a measurement of capability but as a source of data for hiring and compensation.

In this interview with labor market intelligence expert Cary Sparrow, Ben and Cary talk about how skills are the new currency of the business and how to use this data as an employer to make better, more informed decisions.

To learn more about Cary Sparrow please visit: www.greenwich.hr

data driven people oriented

The Best HR Leaders are Data Driven, People Oriented

data driven people orientedOne of the phrases I’ve found myself repeating more and more often of late is this: data driven, people oriented. 

When I’m speaking to audiences, I share the story about how I *accidentally* insulted my wife during childbirth to illustrate this concept.

Yes, really.

It makes a great point that we can’t just be data driven or we lose sight of the people behind every metric and number. If you want to hear me tell the story live during the first ever episode of the podcast, you can check that out here.

The point is that as HR and talent leaders, we have two things that we need to keep in mind:

  • People: we are the “people people” in the business. We need to know the people better than anyone else. Most of us got into HR because we like helping others and because that service brings us joy. However, we also have to know…
  • Data: for far too long HR has said, “I want respect! I want to help the business, but they won’t invite me to the meeting. How do I get some credibility?” Data is the answer to that. Evidence matters.

Hence the phrase data driven, people oriented. We can’t go too far into either side or we create nightmare scenarios.

  • All people, no data: we are soft and squishy and nobody cares what we have to say because all that matters are hugs and rainbows.
  • All data, no people: we are hard-charging, ROI-driven monsters without a single concern for the people at the other end of our decisions.

Balancing both aspects helps you to not only have a voice in the business and with your leadership team but also helps to ensure that your voice is being used to advocate for the workforce. Bringing data and evidence to the conversation in the form of HR analytics creates a more credible, valuable conversation. And doing so on behalf of the employees is critical.

Even if you didn’t get into HR because you love data and numbers, you need to learn to speak the language of the business or risk being ignored, shut out, and forgotten when all of the important decisions are being made in your company.

Who’s with me?