Smart information technologies have played a key role in the digital transformation of the industry and helped the industry create superior business value. The Last three decades marked the rise of information technologies as an integral part of Industry 4.0. These systems have been smart but not intelligent (like human beings). Since 2010 these have been replaced by Artificial Intelligence (Deep Learning, Machine Learning) that mimics the human brain and can learn and perform tasks using a unique cognitive ability. We are witnessing the beginning of an end for Industry 4.0 and the rise of the AI age (Industry 5.0). Human-AI collaboration is becoming a way of life, and this has great implications on many fronts in the context of the human capital of an organisation. One of these aspects relates to diversity, equity, inclusion and belonging.
To understand the role of AI in the context of diversity and equity it is very important to understand how AI algorithms work in the talent acquisition domain. AI-enabled decisions for hiring have serious implications for the ‘potential hires’ as well as our society. These decisions need to be fair and must withstand elaborate managerial, legal and social scrutiny. Algorithms are prone to developing a bias over a period referred to as “Algorithmic Bias”. The infamous case of a global e-commerce giant in 2018 wherein the HR department of the company discovered, after scrutiny of historical data that the algorithm had developed a gender bias. The algorithm was immediately aborted. This was an important lesson for the industry, that AI is a double-edged sword. On the one hand, it’s a great tool for talent acquisition specialists and on the other hand, any algorithmic bias can perpetuate diversity and equity issues negatively rather than addressing them. The key here is to subject recruitment algorithms and AI-driven Applicant Tracking Systems (ATS) to constant scrutiny by a team of AI subject matter experts and HR leaders within an organisation, to minimise the risk of ‘Algorithmic Bias’ and ensure that their organisation provides equal opportunity to all the potential hires (while using AI in talent acquisition function). In addition, AI (subjected to thorough internal scrutiny) helps managers nurture a diverse workforce that leverages the differences in age, gender, ethnicity, personality, and past experiences to create superior human capital that eventually helps businesses acquire and sustain competitive advantage.
Artificial intelligence (Generative as well as Discriminative models) has huge potential in providing a highly collaborative and inclusive work environment. Some of the use cases (driven by AI) within the HR ecosystem include Learning & Development, Performance management, Employee sentiment analysis, Knowledge management and collaboration through new-generation communication platforms including the use of chatbots etc. In addition, AI-led data-driven decisions by CEO and HR leaders ensure a level playing field and rational decisions that significantly impact employees’ career growth opportunities.
I often say in my lectures and workshops, “Use AI as your assistant and not a boss”. This means that we must not let leadership, inspiration and human creativity and ingenuity, shift from the control of the human domain. HR leaders throughout the world are fast realizing the significance of augmenting human inspiration and creativity with the computing and analytical power of AI. “Augmented Intelligence” is the way forward in establishing an organisational climate that promotes inclusiveness, and collaboration, and provides a level playing field to all employees thereby ensuring that every employee realizes her/his potential and contributes to the continuous growth of an organisation.
There is no one way or standard way of embracing Augmented Intelligence. Every organisation needs to craft a recipe based on its business nature, business model, and human capital.
Dr Antarpreet Singh is a distinguished leader with 39 years of diverse experience across global technology companies, Indian industrial conglomerates, and top B-Schools in India. An expert in AI applications in HRM and Business, he holds a Bachelor of Engineering (Honours), an MBA (University Gold Medalist), and a PhD from IIM Indore. Dr. Singh has held senior leadership positions at renowned companies such as Lucent AT&T, Alcatel Lucent, Tellabs, Fujitsu, and Reliance Jio, serving at C-suite and APAC/Country Head levels. After a successful 33-year career in the telecom, electronics, and R&D software industries, he transitioned into academia, contributing to leading institutions like the Indian School of Business (ISB), where he spearheaded the Digital Campus initiative, and FORE School of Management, where he was a Professor of Practice and Chair of Executive Education. Dr. Singh has also trained thousands of senior executives, officers of the Government of India, PSUs, and industrial conglomerates, earning recognition for his contributions to leadership development and digital innovation.
