DEC 2019 - JAN 2020HR TECH OUTLOOK 19addressing performance through developing critical skills and teaming, changing processes and policies, and fostering shared reality and purpose. This is why some companies are changing the function's name to Talent & Culture or People & Performance and then embracing new AI technology as part of that change. 3. HR teams have a lot of catching upto do in leveraging people analyticsFor years, organizations have been collecting data to gain insights to predict future behavior but when these organizations rely on humans alone to identify and share insights about these trends, a challenge quickly emerges relating to data, or more specifically, the ability to track, analyze, manage and protect that data. AI can and will play a larger role within HR to support smart people analytics in innovative ways to attract top talent. Areas that have had some good progress to date are related to approaches that enhance the candidate experience and meet expectations. Doing this effectively and deliberately helps an organization use the employee experience as a form of branding and relationship building, distinguishing one organization from another.4. AI can widen the talent pool underconsiderationWe are currently witnessing a shift from talent pools to talent streams. The ability to leverage software and AI to have more timely and reliable talent and workforce strategies is allowing business strategy to make informed decisions. AI processes data much quicker than the average human and it can cast a wider net. This brings attention to people who employers might not have considered or who may not even be looking for work. Having more qualified candidates from the beginning shortens the hiring process, enabling managers to dedicate more time to analyzing HR data and improving strategic planning. 5. AI-powered HR can help fostera sense of belonging, advancing diversity and inclusion effortsOrganizations often have their own blind spots in building software and system development teams who oversee this sort of work. Some of the early leaders in this space are using sentiment analysis and other forms of recognizing patterns and opportunities through emotion captured in language. Others have been experimenting with technologies related to assessing collective intelligence to identify issues related to diversity. If those teams aren't diverse enough and their testing isn't rigorous enough, blind spots can creep into the code ­ 76% of respondents saw that as possible in PwC's 2017 CEO Pulse Survey. Protecting against that bias is important to companies. In fact, in our 2019 AI predictions survey, 37% said developing AI systems that were trustworthy was their #1 concern. But, just 18% said cleansing data of bias was an organizational priority. A separate global survey of business and HR leaders found a staggering 72% have no ability to use analytics to de-bias hiring and rewards. Combating algorithmic bias starts with more diversity and inclusion training and initiatives. Organizations can and should also implement clear governance practices for robust monitoring and transparency and they can extensively test their algorithms, so that any bias that slips past the development teams can be weeded out in the testing stage. There will no doubt be challenges as AI becomes more deeply embedded in the work of HR, but, even so, there's no question this is the direction our industry is headed. AI adoption accelerated in 2019 ­ 20% of organizations said they planned to implement it enterprise-wide this year. That's because AI is not simply about metrics or data. It's about the important practice of people analytics, helping to bring actionable insights to the business with respect to talent decisions and improving employee experience.For those reasons, it's no longer a question of `if' your organization will embrace AI as a critical component of your human resource management ­ but rather `when' and for what reason. Having more qualified candidates from the beginning shortens the hiring process, enabling managers to dedicate more time to analyzing HR data and improving strategic planning
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