AI in HR: areas of application

At the Ordre des conseillers en ressources humaines agréés congress, which took place on September 26 and 27, I had the opportunity to lead a session on innovative leadership. I talked about the fact that most great, innovative HR leaders in the world have made the leap to artificial intelligence in their organization. There are currently five major HR practice areas that offer real opportunities for using AI. During the session, I surveyed participants about the areas in which they thought AI would be useful for their organization.

The results were very interesting:

  • 37% of respondents said that they would use AI for attracting talent.
  • 21% of participants said they would be inclined to use AI for strategic planning of training.
  • 15% of respondents said they would use AI to identify distinctive skill sets in their organization.
  • 14% of participants said they would use AI to retain employees with strong potential.
  • 14% of participants said they would use AI for managing career advancement.

 

What is immediately striking about the results of the impromptu survey is that over one third of people who attended the session recognized the potential of AI as a tool for attracting talent. A concrete example is when candidates submit their résumé to a job search site that uses AI. The site uses advanced algorithms to automatically identify whether the candidate meets expectations for the position with organization X, without human intervention and in just a few seconds. Rather than waiting, the recruiter from organization X can contact the candidate to inform them that they meet the organization’s needs and that they would like to meet with them. The candidate never approached organization X directly; in fact, the exact opposite happened. The candidate perceives organization X as an innovator for using a tool that few Canadian organizations currently use. Using AI early on in the recruitment process makes it possible to attract more talent like a headhunter, but without all the time involved when there is human intervention.

More than one person in five who attended the session said they would use AI for strategic planning of training. At D-TECK, we guided a client in identifying candidates likely to be top performers as insurance agents, from among thousands of applicants every year. We conducted a validity study to identify the strengths and skill sets needed to perform effectively in this position. Once the profile had been identified and the candidates assessed, areas of vigilance for employees were identified. This made it possible to pinpoint the major training areas that are crucial for employees who hold this position. The use of AI through skills assessments and the validity study made it possible to more accurately identify critical skills to be developed, more precisely targeting what needs to be included in the individual and organizational training plan. Plus, training priorities can differ between departments, plants and so on.

Now let’s look at a third statistic, that 15% of respondents would use AI to identify distinctive skills in their organization. The fact that at D-TECK we use algorithms to replicate the judgement of organizational psychologists and other skills assessment experts allows us to assess more people, more affordably. An organization can assess all of its employees or managers. For example, we recently assessed a manufacturer’s front-line managers. Having access to this tool at a fraction of the cost allowed our client to objectively identify issues on its management team. It then had access to an organizational diagnosis of its strength in management, without having to shell out huge sums for an objective skills assessment. The client was able to put most of its budget toward post-diagnosis coaching and support.

It is interesting to note that each of the five areas of application for AI generates interest among human resources experts and managers. There are so many possibilities. Using AI allows experts to concentrate on high-value-added tasks in a consulting role. More clerical responsibilities and those associated with diagnoses can, and will, be done increasingly often using AI, opening the door for HR experts to concentrate on new responsibilities they previously had little time for.

About Martin Cloutier, Co-Founder, Business Leader & Organizational Psychologist
As President of D-Teck, Mr. Cloutier sets the company vision and coordinates its execution. He is the cofounder of D-Teck, and his mission is to reinvent online psychometric tests. An organizational psychologist by training, his approach combines artificial intelligence with organizational psychology to help clients make better decisions about hiring, promotions and development.