4. Ensure transparency around new AI solutions
Organizations and their employees worry about issues such as AI safety, ethics, and hallucinations. Neither managers nor their teams will be keen to blindly trust a ‘black box.’ Instead, research has consistently shown that users are much more likely to adopt AI technologies that are perceived to be more ‘explainable’ or ‘understandable.’
When introducing new AI capabilities, particularly GenAI, CHROs must ensure that staff understand how models reach their conclusions. They will want to feel comfortable that these tools are acting without prejudice, and that they’re not putting data privacy at risk. Until organizations are confident of being able to provide this level of transparency to their staff, they should hold back on AI implementation.
4. Be specific about the upside
Not only are business leaders keen to claim AI implementations won’t cost jobs, but they are also fond of telling staff that AI will enhance their roles and liberate them to devote more time to strategic work. But asking them to give clear details of what this might look like can take the wind out of their sails.
For one thing, leaders may not be 100% clear on the details themselves. If this is the case, it’s important to be honest about it. Vague claims and unsubstantiated promises will only add to people’s unease about AI. Where leaders do have a clear view of the likely impact of AI, they should be ready to set that out early. That way, they can start giving workers the support and reassurance they need to take advantage of the opportunity.
This can be a two-way conversation. The person with the most advanced idea of where AI could help in a given role will be the worker who currently fills it. CHROs should work with staff and managers to design new job roles that incorporate AI as a supportive element, building confidence and even keen anticipation.