• What tasks can AI do?
People forget this, but AI has already been integrated into day-to-day HR practices since the early 2000s. The focus has been on automating typically mundane administrative tasks with precision and speed. However, with the rise of generative-AI, the technology has “smartened” up and expanded into more complex HR functions such as screening applications and analysing employee engagement. We’re also seeing more advanced capabilities such as AI summarisation and multilingual translation, core features that HR leaders are already trying to intuitively embed into employees’ day-to-day work lives. Ultimately, AI isn’t just a bolt-on technology – if used thoughtfully, it can reduce distractions, consolidate tasks, and simplify digital experiences, allowing HR leaders to focus on achieving greater efficiency and productivity across the business.
• Will the AI bubble burst?
Reminiscent of the .com bubble many years ago, there are some who are already predicting the AI bubble burst. However, that scenario is decades away from becoming a reality. In fact, while AI isn’t a new technology for HR leaders, it’s a new technology for many employees out there who haven’t yet realised its potential in the workplace. We recently did a study which found that over half (51%) of all UK workers believe that AI is not improving their employee experience, highlighting an opportunity to sway opinion and add tremendous value. If there’s any chance of the AI bubble bursting, it is because employees haven’t fully grasped its potential. To succeed, HR leaders must place employees’ needs at the forefront of their decision-making and embed AI where it truly matters.
• What precautions should HR take when using AI?
The worst thing HR leaders could do is rush into making a decision about AI. Achieving a future-proof AI strategy is a long and complex road, but it all starts with strong governance. An ungoverned approach means that AI could ignite an explosion of unverifiable content and autonomous actions, introducing huge risks that most large companies are not yet equipped to handle. The alternative, looking at an EX platform that is underpinned by governed AI tech, is one that can help employees prioritise and contextualise notifications. For example, you can hold off on delivering specific messages from HR until the employee looks up their payroll or recognises that the user is hosting a presentation, combining notifications into an ”in case you missed it..” type of message after the meeting ends. Additionally, HR must also be cautious of AI’s limitations, particularly in areas requiring human judgment. Ethical concerns, such as algorithmic bias, should be proactively managed with human oversight and regular audits to ensure fairness and accuracy.
• What is the vendor market like for AI in HR?
Look at the latest analyst reports, and you’ll see a rapidly expanding sector with numerous providers offering specialised solutions for recruitment, employee engagement, and data analytics. However, the market remains fragmented, meal-piecing AI directly into product offerings rather than starting from the ground up. This means organisations must be vigilant and carefully evaluate vendors based on certain factors such as the quality of the solution, data security, integration capabilities, and ongoing support. Selecting the right vendor also involves assessing their ability to scale, their track record with other businesses, and how well their offerings align with the organisation’s specific HR needs.
• Where should AI be used in HR?
AI can help fix one of HR’s greatest challenges today… digital noise in the workplace. Anything from your smartphone apps to email pings or popups on Teams has the potential to distract employees on average every 15 to 30 minutes. Our research has found that not only is this a source of frustration but also a drain on employee productivity and wellbeing. When Unily asked what employees need from their HR leaders to tackle the challenge of overwhelming digital noise, employees were clear in their response: app consolidation and applied AI. The majority, over 83%, said that adopting a “superapp” that integrates tools into a single interface would make their lives easier; while 6 in 10 agreed that AI could reduce excessive noise and help them prioritise notifications. The problem becomes bigger as you scale to large organisations that are rapidly expanding. AI should be used to help HR leaders adapt to this pace of growth, elevate employee experiences, and help organisations achieve organisational velocity.
The post How HR leaders can leverage AI to have real business impact – Q&A with Unily’s CTO, Sam Hassani first appeared on HR News.
