AI相关问题解答：人力资源专家的十大疑问+HR+Pros+Top+10+Questions+About+AI,+Answered

HRPros’Top10

QuestionsAbout

AI,Answered

MostHRpros(75%)optimisticallyagreethatasAIcontinuestoadvanceoverthenextfiveyears,humanintelligencewillbecomeincreasinglyimportantinthe

workplace

.ButanxietiesorconfusionaroundthefutureofAI—anditsimmediateapplication—

continuetoholdmanybackfromfullyleveragingthebenefitsartificialintelligencecanbringtotheworkofHR.

Toaddresssomeoftheseconcerns,weaskedHRrepsfromaroundtheworldwhattheywouldaskanexpertaboutAIand

itsrelevancetotheirjobs.Hereare10questionscompiledfromtheirresponses,withanswersfromAlanWhitaker,HeadofAIatBambooHR.

AbouttheExpert

PriortojoiningBambooHRasHeadofAIin2020,Alanfoundedseveral

startupsfocusedonAI,behavioralscience,datavisualization,anddigital

marketing.HealsoservedasCTOofAffiliatedComputerServices,aFortune500company,andearnedabachelor’sdegreeincomputersciencefrom

BrighamYoungUniversity.Alan’sdedicationtocreatingtechnologywithsoulstronglyalignswithBambooHR’sambitiontoprovideHRsoftwarewithheart.

AboutBambooHR

BambooHR®empowersHRprofessionalstomakeagame-changingimpactattheirorganizationswitheasy-to-useHRtoolsthatallworktogetherinasingle,award-winningplatform.

Scheduleafreedemo

toseehowtheplatform

continuestoevolvetomeettheneedsoftoday’sandtomorrow’sworkforce.

HRPROS’TOP10QUESTIONSABOUTAI,ANSWEREDB

10FAQsAboutAI,AnsweredbyAlanWhitaker

HowcanAIhelpsimplifyorautomateaspectsofHR?

HRtechnologyhasalwayssoughttosimplifyorlightentheload,whichiswhatwemeanatBambooHRwhenwesay

ourmissionistosetpeoplefreetodogreatwork.TechthatincorporatesgooduseofAIisacontinuationofthatgoal.

hiringandrecruitment64%

43%

25%

Accordingtoa

recentSHRMreport

,thetopareaswhereAIisbeingusedtosupportHRactivitiesareinhiringandrecruitment(64%),learninganddevelopment(43%),andperformancemanagement(25%).

ButasfarashowAIcanplayintomakingyourlifeeasier

today,it’shelpfultoconceptualizethecategoriesofAIas

modesoftransportation:abike,acar,oraplane.Werecentlysharedaonerthatgoesintomoredetail,butI’llgiveaquickoverview:

•You’vegotyourbike—generalAIsoftwarelikeChatGPT,Midjourney,orOfficecopilots.

•Thenacar—specializedAIsoftwareforvarious

roles,suchasHR,sales,orsupport,fromdifferentsoftwarevendors.

•Andthenaplane—customAIsolutionsbuiltin-house.

Jetfuelisexpensive,andyouneedapilot’slicense,

sothethirdcategoryisgoingtobetherarestmodeof

transportationformostHRteams,buteveryoneinHRshouldhavetheirdriver’slicense.YoushouldlearnenoughaboutAIthatyou’reabletoworkwithpartnersinchoosingtheright

technologythatusesAIinproductiveandrelevantways.

Butbikesareevenmoreaffordableandapproachable.

Everyonecanrideabikeoff-the-shelf,sotospeak.Similarly,everyonecanstartexperimentingwithAIanddoingthose

reallyaddressablethings,likegeneratinginterviewquestionsorjobdescriptions.

Justremember:“Copilot,notautopilot.”YouwanttogetintothemindsetofworkingwithAIasyourcopilotorthought

partner—you’renotjusthandingoverthecontrolsand

goingforaride.You’reusingittobrainstorm,research,andincreaseyourproductivityasyoucreatecontent.

ThesearethethingsthatgeneralAItoolscanhelpyoudo

today,whichisespeciallyhelpfulforsmaller,single-personHRteamsthatdon’thavetheresourcesalargerorganizationmighthavetobuyorbuildspecializedAIsolutions.

InterpersonalmediationisacriticalHRfunction.Giventhecomplexityofhumaninteractions,willAIevertrulymakeHRpositionsobsolete?

Here’ssomethingIwanttoplantinthebackgroundofthis

conversation:AIisareallymultifacetedfieldthat’sbeen

comingintobeingfordecades.GenerativeAI—likeChatGPTandMidjourney—istheapplicationthat’sprimarilyleapt

forwardandmostpeoplehavehadpersonalexperienceswithit,butthat’sonlyonefacet.Therearevariousways

wecanuseAI,whichgetsinterestingwhenyoutalkaboutinterpersonalmediation.

AIcanbeusedtobuildaconversationalinterface,butwe’renotatapointwhereithastheemotionalintelligenceofa

persontogoinandunderstandcontext,nuance—allthethingsthatgointohumanemotionalneeds.

GenAIandLLMs(largelanguagemodels)specificallyare

reallyjusttrainedtostringwordstogether,andthey’reable

tocreatesurprisinglyhelpfulcombinations.They’repowerful,buttheycan’tdoalloftheevaluation—they’renotdoinganyrealevaluation—ofemotion.

Infact,backinMarch2024,theEuropeanParliamentapprovedan

ArtificialIntelligenceAct

thatprohibits

employersfromusingAItointerprettheemotionsofpeople.Morespecifically,theActforbids“emotionrecognitionin

theworkplaceandschools”and“AIthatmanipulateshumanbehaviororexploitspeople’svulnerabilities.”

Thiswillbeaninterestingongoingconversationbecause

whileIcanunderstandthedarksideofwhatthesetypesof

regulationsseektoprevent—andIcanseehowitcanfeel

likeBigBrother,somethingwatchingyouandgaugingyour

emotions—IalsowonderifAIcanbehelpfulasanassistive

technologyforneurodivergencewhenitcomestoperceivingemotion,identifyingwhenapersonmaybefeelingupset,etc.

It’showyouapplyitthatmakesthedifference,whichmakesthisissueaperfectplaceforHRprofessionalsinparticulartolead.

Evenifyou’reworkingwithanAItoolthatwasdoingsomeoftheconversationandelicitingsomeoftheinformationinregardstointerpersonalmediation,there’llalwaysbethatopportunityforHRtobepartofthestrategicdecision-

making—theinterpretationofemotionsandthesituation,andthentheplanningthatcomesafter.

Withemployeefeedback,forexample,employeesmay

expresswhattheylikeordislike,andthatmayhavean

emotionalquality,butifweuseAItosynthesizefeedbackthemesaroundthoselikesanddislikes,wouldthatbeinviolationofEuropeanlaw?Idon’tbelieveso,becauseit’snotexplicitsentimentanalysis.Employeesprovidethat

feedbacktothecompanyandinusingAItocategorize,we’renotbeingsurreptitiousortryingtointerpret

employees’emotionalstate.

Similarly,thereareregulationsaroundAImakingmaterialhiringandemployeedecisions,andforgoodreason.Ifa

pieceoftechnologywasfilteringinawaythatwasharmfultooneprotectedclass,that’dbebad.Sohumanoversightremainsimperativeandirreplaceable.

TheprospectofAIfullyautomatingHRprocessesisconcerning.Can

we—orshouldwe—preventAIfromcompletelytakingoverahuman

persondoinganHRjob?

AIwon’ttakeyourjob,butsomeonewhousesitbetter

might.There’ssomehealthyanxietyinthat.Yes,thiswillchangethings,butHRisuniquelypositionedtohelpyourorganizationsandindividualsnavigatethischange.

ThosethatcanwiselyapplyAIwillbeahead,andthosewhodon’t—well,they’llfallbehind.It’sjustonemorewaythat

companiesandworkerscanincreaseproductivityandcreatesomecompetitiveforces.

HRPROS’TOP10QUESTIONSABOUTAI,ANSWERED1

Again,I’vealwaysfeltthebestresultscomefromthe

collaborationofpeopleandtechnology,andit’sencouragingtoseethatoptimismplayoutintheexperiencesHRishavingwithAItoday.Forexample,inthe

SHRMreport

,oneinfourHRrepsareconcernedAIwillleadtojobdisplacementat

theirorgs,butinpractice,HRproswhosecompaniesareusingAIare16timesmorelikelytosayAIistransformingexistingjobsratherthandisplacingthem.

WhydoIneedAI?Whatcanit

providethatIcan’tprovide?AndifitcanprovidewhatIprovide,whywouldIwanttouseitbecauseI’messentiallyworkingmyselfoutofajob,amInot?

Likealltoolsandtechnologies,AIchangeswhat’spossibleandhowwedothings.Atitsbest,technologymakesit

easiertoaccomplishmorewiththesameamountofenergy,orlessenergy.Obviously,youcandomorewithaforklift

thanwithout.

IsAIethical?

Thisiskindoflikeasking,“Istheinternetethical?”Itdependshowit’sused.TherearegreatwaystouseAI,andthere

areplentyofwaysitcanbeusedunethically.Wecanask

ourselves,“Hasthisparticularmodelbeentrainedethically?Diditsourceinformationinawaythatwasfairandgave

credittoauthors?”Thesearethethingsthe

legalsystem

isgrapplingwithrightnow.

Sothere’stheethicsofhowit’strained,andthenthere’sthepotentialforittoreflectbiasesfromthesourcematerial.It

wouldbeunethicaltorelywhollyonAIoutputwithouthumanevaluation.Thereareplentyofwaysyoucouldfallintoatrapofusingitunethically,butAIitselfisn’tinherentlyethicalor

not.It’sourapplicationofitthatcanbeclassifiedasoneortheother.

Soideally,we’reusingtechnologytotakecareofthemoremundanepartsofourlives,whichcreatesopportunitiesforustomakethecontributionsthathumans—andeveneachindividual—areuniquelypositionedtomake.

Thegoaloftechnologyistogetustoaplaceofpeak

contribution,usingappropriateautomation.Again,wewant

acopilot,notanautopilot.It’sthecombinationofhumanandmachinethatmakesthemachinepowerful,andviceversa.

Oneisn’tmorepowerfulwithouttheother.Therearedifferentstrengthsandweaknessesofeach,buttogether,those

weaknessescanbecompensatedforwhileamplifyingthestrengths.Tome,thatmeansthehumanpiecethatonlyHRcanprovidewillincreaseinimportance.

HRPROS’TOP10QUESTIONSABOUTAI,ANSWERED2

Howdoyouhandleemployee

privacyanddatasecuritywhenitcomestoAI?

Withthisquestion,wecantalkaboutmakingsureyouoptoutofusingyourdataforthetrainingofmodels.Forsomevendors,that’sthedefault,butothertimes,youmayneedtoexplicitlyoptoutandsay,“Hey,don’tusemydatafor

training.”Justbeingawareofthatisanimportantpartofinformationprivacyandsecurity.

Anotherthingtoconsiderisdoyoutrusttheorganization

that’sagreedtonotuseyourdata?Ifsomeonewereableto

demonstratethatprivatedatahadbeenleakedintoOpenAI,forexample,thatcouldbeacatastrophicthingforthem.

CompaniesthatarebuildingLLMsshouldbeverycarefulandattunedtothoseneeds,buteachorganizationhastodecidewhotheytrust.

Youcanhavedataprotectionagreementsandotherthings

withthesetypesofmodelsthatwouldguaranteethatprivacylegally,butdoyoutrustthevendor?What’stheirreputation?Isthedatapathwaykeptsafe?

Thesequestionsaren’tthatdifferentfromexistingprivacyandsecurityconcernsaroundHRdataandHRInformationSystems(HRIS).Youdon’twantafly-by-nightplacestoringyour

sensitiveHRdata

,andit’sthesamethingwhenyou’repassingdatatothesemodels.Isitsecure?Andyoucan

addressthatonacase-by-casebasisasyou’relookingatAIvendors.

There’saquoteIlovefrom

JayAlammar

attheenterpriseAIplatformCohere.Hesaysnottothinkoftheselargelanguagemodelsasstandaloneminds.Thinkofthemasacomponentofanintelligentsystem.

AIisjustonecomponent,andyou’vegotalltheseplaceswherethedataneedstoflowinordertodelivervalue.

Weneedtomakesurewehavethatdataprotectionin

placejustaswewouldwiththecloudoranyoutsourceddatabaseservice.

HowdoesAI“learn”?Canitfact-checkitself?HowmuchshouldwetrustAIoutput?

Wecoulddomultiplepostgraduatecoursestotalkaboutif

andhowAI“learns.”Butwhenwe’retalkingaboutgenerativeAIandlargelanguagemodels,theylearn—oraretrained—

bytakinglanguagefromavailableandhopefullyethical

sourcesorpublicsources.Likeacopyoftheinternetfrom

acertainpointintime—asnapshot.Takingfromthat,theLLMistrainedmathematicallytopredictthenextword

inasequence.

Thenwecangetintomoretraditionalmachinelearning,

wherepeopledosupervisedlearning.UnsupervisedlearningforAIisaboutfindinglatentpatternsandexposingthem,

butwithsupervisedlearningyouhaveabunchofdata

whereeachrowisanexample.Youhavedifferentfields

andattributes,andaclassificationoranoutcomethatyoudesignateasatruthset.Youprovideexampleswithcertainattributesandthecorrespondingclassifications,andyou

traintothoseexamples.

CanAIfact-checkitself?Yesandno.GenAIandLLMsarenotfactuallygroundedbydefault.

“Linguisticallyfeasiblewanderings”iswhattheydo.The

waytheystringthosewordstogethertendstoconverge

mostoftenontoarightorgoodanswer.GenAIdoesn’thavetraditionalreasoningorinherentaccuracy,butagain,ifit’sjustacomponentofanintelligentsystem,youcouldhave

partofthatsystemdosomefact-checking.

HRPROS’TOP10QUESTIONSABOUTAI,ANSWERED3

Asanexample,thatfact-checkingpiececanbehuman

ratingsofoutputs—thumbsup,theanswerwashelpfulorcorrect,orthumbsdown,itwasn’t,andthathumaninputistheauthority.Therecouldbeautomatedmetricsthatflagthingsforhumanreview.

Wewanttokeepthehumanintheloop.Again,thisisthe

collaborationofpeopleandmachines.It’simportantfor

ustoevaluatethequalityorthefactualityofwhat’sbeing

produced.Thatgoesbacktothe“copilot,notautopilot”idea.

WhatarethemostimpactfulwayssmallHRteamscanuseAI?

TheonerImentionedearlierisstillagreatplace

tostartforthisquestion,butIalsowanttopointoutthe

leadershiproleHRcanplayinprotectingtheiremployeesandcompanyfromAIfraud.

Earlierthisyear,afinanceworkerinHongKongwasdupedoutof200millionHongKongdollars(25.6millionUSD)

afterbeingluredintoaZoommeetingwith

deepfaked

colleaguesandexecutives

.Thiswasanadvancedheist

andanextremeexample,butitshowsyouwhat’spossiblewhensomeoneisdeterminedenough.Youcan’ttakethingsatfacevaluelikeyouusedto,andAI-literacyisbecoming

increasinglyimportant.

BybeingtrainedonAIandthethingstolookoutfor,andbypartneringwiththesecurityfunctionofthecompany,HRcanleveragetheirinterpersonalexpertiseandinternalcomms

processestomakesureeveryoneatthecompanyisAI-literateandprotected.

We’rereachingatimeperiodofzero-trustinformation.Inthisgenerativespaceespecially,weneedtohabituallyaskourselves,“Wheredidthisinformationorimageorvideo

comefrom?Whatwerethecredentials?Whatwerethe

processes?”ForHR,thatwouldbesomethingtotaketheleadonthatwouldhaveahugelyimportantimpact.

WhattasksisAIbestsuitedfor?Whataresomeexamplesoftasksthataren’tagoodmatchforAI?

MakingunilateralemploymentdecisionsisobviouslyabadusecaseforAI.Theremaybecontributionsyoucouldget

fromAIinthecopilotsense,butyouwanttobecarefulof

relyingonittoomuchwithouthumanoversight.Andthat’s

notjustbecauseAIcanleadyouastray—therearelegalandcomplianceissuestoconsideraswell.

Takethe

NewYorkCityhiringlaw

,forexample,thatrequiresbusinessestoevaluateanyAItechnologythey’reusingto

ensureitdoesn’tdisadvantageaprotectedclass.There

arealotofveryimpactfuldecisionsthataremadeinanHRcontext,andit’suptoHRtoassessandjustifyanydecisionthat’smadewithAIinput.

AtarecentSHRMconference,SHRMCEOJohnnyC.Taylor,Jr.,talkedabouthow,yes,therecanbebiasinAI,butthere’sbiasinhumanstoo.Maybetogetherwecancoverthosegapsforeachother.

With“headlessresumes,”forexample,wecanavoidourowninherentbiaseswhilehelpingAIdothesame.Yes,

weshouldn’ttrustAIwithoutquestion,butdon’timplicitlytrustyourselfeither.Ahabitofchecksandbalancesis

mutuallyapplicable.

HRPROS’TOP10QUESTIONSABOUTAI,ANSWERED4

WhatcanHRprofessionalsdo

todaytoinfluencethedirectionAIistakinginthisfield?

HRisuniquelypositionedtohelporganizationsand

individualsnavigatethisnewtechnology.Buttodothat,oneofthethingstheycandotodayislearnaboutitandexperimentwithitindividually.Thenfromthere,have

conversationswiththeirorganizationtofigureouthowto

createsafeenvironmentsforpeopletolearnandexperiment.Decidewheretheseenvironmentscouldmaybebeappliedortested-piloted,andwhereitshouldn’t.

Thatcouldlooklikeahackathon-styleeventorsomesort

oflearningeventwherepeopletakeaproblemandtheygo

experimentandusethetools.That’sonewaytospurlearningandexperimentation.

AnotherpartofHR’sinvolvementwillbeinsettingand

administeringAIpolicy

.There’salotHRcantaketheleadonhere.

AFewFinalThoughtsAboutEmergingTechnology

Newtechnologycomesinwaves,andpublicreactionalwaysrunsthegamut—excitement,concern,anger.

Peoplewere

upinarmswhentheJacquardloomcameout

intheearly1800s.Itwastaking