Why HR should embrace AI experimentation

The world of work is in flux. Automation and artificial intelligence are rapidly transforming the way we operate, and those of us in human resources are on the front lines of this change.

This is especially true in Singapore, with government-led initiatives like the National AI Strategy 2.0 strongly pushing businesses to adopt AI. Yet, many are apprehensive – can AI truly integrate into the human space of HR without causing detachment and a sterile, transactional experience?

More importantly, how can we ensure we keep the “human” in human resources?

When IBM introduced its digital assistant, AskHR, in 2017, we envisioned a tool that would streamline employee queries and enhance operational efficiency across our global workforce. However, the initial rollout was met with scepticism and low adoption rates. Employees, accustomed to traditional HR interactions, were hesitant to embrace this new technology-driven approach.

Reflecting on those early days, one crucial lesson emerged: the necessity of experimentation. Implementing AI in HR is not just about deploying cutting-edge technology – it is about understanding and adapting to the needs and behaviours of our workforce. This realisation has prompted a strategic shift towards a more iterative approach at IBM.

The problem with seeking perfection

Traditionally, HR software focused on automating basic tasks. While this offers some efficiency gains, it does not fundamentally improve the employee experience. The decision to experiment with a virtual assistant that could answer employee questions and personalise responses in real time proved to be a bold move.

Many companies are eager to adopt AI in the workplace, but concerns about regulations, ethics, and perfect data often hold them back. The pursuit of flawless AI is unrealistic; the key is to start, learn from experience, and adapt your approach. Embracing this trial-and-error process is crucial for significant progress and long-term success. While our initial rollout encountered difficulties, it highlighted the importance of user-centric design.

Listening, learning, and building trust

Central to our journey was the profound impact of listening to employees. For HR leaders, it is crucial to engage with the workforce, understand their concerns, and incorporate their suggestions into the development of AI tools.

Initially, when employees were mandated to use the AI tool instead of direct HR contacts, satisfaction scores dropped significantly. This was a wake-up call – a clear signal that simply imposing new technologies without considering user readiness can backfire. It underscored the importance of gradual change management and empathetic technology deployment.

To address these issues, we started engaging with managers directly, asking them how the virtual assistant could be improved and what they liked about it. Employees appreciated the real-time responses and customised information provided by AskHR, which could automatically synthesise a worker’s career data to point them to relevant policies.

By refining the AI tool based on user preferences and needs, we transformed it from a functional tool to a pivotal component of our HR strategy. From there, the focus shifted from simply automating tasks to creating a more efficient, personalised, and ultimately, more satisfying experience for employees. AskHR now handles 94% of employee queries and automates hundreds of thousands of tasks annually, significantly improving efficiency and employee satisfaction.

Embracing change management

Change management emerged as another critical pillar of our success with AI in HR. Successful AI implementation isn’t just about technology – it is about guiding the workforce through cultural shifts and fostering acceptance. This involved proactive communication, training programmes, and demonstrating the tangible benefits of AI in enhancing employee experience and operational efficiency.

HR professionals have two essential roles in this transformation. First, they must consider how AI can enhance their jobs and develop the necessary skills. A decade ago, data analytics was crucial for HR professionals; now, understanding AI is becoming equally important. Whether it is learning to code, understanding natural language processing, or determining where AI fits into HR processes, acquiring AI skills is vital for all HR professionals, regardless of their domain.

Next, preparing the rest of the organisation for AI is crucial. Every job is evolving, and HR needs to lead this organisational shift. From finance to sales to product development, HR must help every function understand AI’s impact. This involves explaining how AI technologies can be integrated into their workflows, what changes might occur in their job functions, and how they can leverage AI tools to enhance efficiency and effectiveness in their respective areas of work.

Ensuring AI ethics at every step of the process

The explosion of use cases that employ AI in HR also poses questions around misuse and the potential for bias. As AI adoption continues to surge, HR leaders must prioritise building trust and maintaining the human connection essential to employee experience.

IBM takes this very seriously and has integrated these considerations. For instance, IBM embeds ethical principles across the company’s global operations through an AI Ethics board. The Board provides two-way engagement, promotes best practices, conducts internal education, and leads our participation with stakeholder groups worldwide. Furthermore, our HR tool is built around five core tech ethics principles, namely:

• Explainability
• Fairness
• Robustness
• Transparency
• Privacy

The path ahead

We are entering a watershed moment where AI has the potential to unlock HR’s potential to create a more efficient, engaging, and ultimately, more human workplace.

The future of HR involves experimentation with AI, and it is made possible only with collaboration.