Avoid Kakistocracy

Buyce Tarhan was a key speaker at the 8th American Chamber of Commerce Conference in Moldova, in November 2024. She is an HR professional a coach, facilitator and is currently examining how HR can use AI to have a positive impact on both HR and business. 

One of the key takeaways from the November conference was, “We are not going to be replaced by AI but will be replaced by someone who is good at using it.”

That stuck with me and I got especially curious how HR and OD would be utilizing this.  We read, hear and experience that AI is transforming the HR landscape slowly but surely—not by replacing people, but by amplifying what makes HR truly valuable: empathy, insight, and connection. The articles published by CIPD and Vlerick Business School indicate that the take of AI by HR might be slow but surely significant. While CIPD signposts that ethical considerations are important, Vlerick argues that on the contrary to what it is thought, it is the lack of expertise, time and budget not ethical concerns that is slowing down the adaptation.  provided that ethical considerations are also in place.

Personally, I am enjoying the offerings of AI immensely. It is a relationship that will be successful if both parties (i.e. I and my AI companion) are mutually committed and nourishing each other. I am learning how to prompt, make sense of the answers and build on the concepts, or research findings that AI can bring in split seconds and provide feedback to it so that it gets me; my ethical considerations, values and level of quality.

As an HR professional, one of the most frequent criticisms of our profession is around our ability to put HR value into numbers; sometimes we have the numbers but lack analytical fluency. AI can help HR professionals to address this.

Whether you’re a CHRO designing future talent strategies or an L&D leader scaling personalized learning, AI can help you move faster and smarter. Tools like Microsoft Copilot and Google Gemini are already embedded in platforms we use daily.  You can, for example, use Copilot in Outlook and Word to draft employee memos, training guides. Gemini is useful for creating onboarding experiences and feedback templates. Without any coding skills, you can use AI to analyze Excel or Sheets for trends and skills gaps with simple prompts. 

These aren’t just conveniences. They are opportunities to focus on what really matters; your people. 

HR is already successfully using AI in a number of ways. Screening resumes and predicting high potential hires is just one example. But here’s the catch; with great power comes great responsibility. If your systems have inbuilt bias, then it will inherit that approach. More significant use of AI could be a useful trigger for re-examining your current processes. HR can lead the way in ethical AI adoption, prioritizing transparency, fairness, and humanity. Do your processes use fair, unbiased language in job adverts and job descriptions? Do the IT application processes record data that could be used for biased decision making, such as dates of qualifications or access needs? Does the system pay attention to male – female or ethnicity of names? If any of these exist in your current system, then AI will continue your bias, not build it out. AI can inherit bias from old data, make opaque decisions, or cross lines on employee privacy. It is HR’s responsibility to make sure that the systems are fair. 

From the perspective of the HR team, AI can be used to maximize the talent in the team. AI can curate personalized learning paths, run engagement surveys with real-time sentiment analysis and automate repetitive talks like policy Q&As or leave tracking. This is a great opportunity to make best use of the people in your team, to engage with managers and teams and do the thinking work they are best placed to do. 

The future of HR isn’t less human. It’s more human-powered, by the intelligence that frees us to focus on what truly matters.

PS: Yes, Buyce did use ChatGPT to outline this post

Clear communication with employees is critical. As Acas recommends, employers must engage openly with their teams about how AI is being implemented, the new opportunities it creates and the vital role human expertise will continue to play. Transparency builds trust, and trust underpins change.

David Liddle, writing in People Management

“Employee sentiment challenges prevailing AI narratives: rather than fearing job displacement, workers in organizations with clear AI strategies report increased job satisfaction and career growth opportunities. A critical talent gap exists, with most organizations lacking sufficient AI expertise. Those investing in AI skill development and establishing clear governance frameworks position themselves ahead of competitors focused solely on technological implementation. Organizations now have an unprecedented opportunity to redefine excellence”

UNISYS The AI Equation, 2024 Business Impact Report

Organisations must also direct resources to train staff and help employees use AI effectively and responsibly. Employees need comprehensive training and a collaborative environment to share and develop best practices

Weston Morris, writing in The HR Director