Organizations generally tend tofall into one of two categories when it comes adopting newtechnology: enlightened versus unenlightened. Which is yourcompany?

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This past year was a huge year for artificial intelligence, and there are no signsof this slowing in 2020. In 2016, $26 to $39 billion was investedin AI; in the coming decade, AI-powered applications are estimatedto add $13 trillion in value to the globaleconomy.

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Major areas of growth have been apparent in the human resourcesand talent acquisition spaces. Niilesh Bhoite, chief digitalofficer of global HR at L'Oréal reported saving "45 working days on a sixmonths period" for their UK recruiting team, "thus helping them toredeploy this time in other value-added tasks."

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Related: Employers focus on tackling sexual harassment, AIand automation

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The tech is here. It's well invested in and proven to beeffective, but to reap the benefits from the technology, the way HRorganizations invest in new solutions matters, too. In 2018, humancapital trends shared that 72 percent of HR and businessleaders saw the value in implementing AI, but only 31 percent felt prepared to addressit. Many companies are only piloting AI or using it in a singlebusiness process, only gaining incremental benefits.

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The way HR currently invests in new solutions is broken andoften prevents companies from leveraging new tech to scale andevolve rapidly. Technology requires a faster adoption time andbetter post-adoption management, implementation, and scaling.However, this usually doesn't happen in HR organizations as itshould, especially when it comes to scaling with artificialintelligence. Changing company culture is the key, and is often thebiggest challenge to scaling AI tools across your organization.

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Among executives, 67 percent agree their company mustbecome significantly more digitized by 2020. AI system pilots are agreat start for your business, and successful pilots should bescaled and adopted across the organization. This includesproducing, testing, evaluating, and scaling in a consistent, fastand repeatable manner. Also look to pilots already run by yourpeers–gathering all stakeholders and understanding their needsupfront and committing to a change will solidify the culture shift.It can start small, but needs to start with some commitment.

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So, where is fragmentation happening? Organizations generallytend to fall into one of two categories when it comes to tendencyto adopt new technology: enlightened versus unenlightened.Unenlightened organizations are often a result of a disconnectbetween HR teams and the C-Suite. New technologies require a fastadoption time, and thorough post-adoption management,implementation, and scaling. In a 2017 survey from KPMG, 65 percent ofCEO respondents said that they view technology as an opportunity,but if HR is not aligned with the C-Suite's goals, there is littlevalue in the tech as a competitive advantage of the company.

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Transforming the HR function and capitalizing on emergingtechnologies is one of the key drivers to success. Here's whatneeds to be done to adopt and scale AI in HR:

1. Preparing the HR function for AI

Business leaders need to bring in a diversity of perspectives toensure initiatives address broad organizational priorities, as wellas surface user needs and necessary operational changes early on.Analytics will be particularly useful in determining which areas ofthe business AI can make the biggest impact. The goal is foremployees to augment their judgement with recommendations fromdata-driven insight to come up with the best possible solutions.It's also important to keep in mind that this shift will take time,and embracing a "test-and-learn" mentality is key to a soundfoundation.

2. Structuring roles and responsibilities around AI

Once HR and C-Suite goals are aligned, the next step is to getemployees on board and feeling empowered to implement AI in theirday-to-day roles. AI enabled companies must also divide theworkload throughout the organization, making sure business leadersand IT leaders are aligned with the goals of the program. Settingup these proper teams keeps the organization on track and ensuresthe company is using the AI solution to its fullest potential.Additionally, it is important for education to happen at all levelsaround a new technology. Taking the time to educate your workforcewith a foundational understanding of AI, and provide opportunitiesfor teams to sharpen skills is key to quick adoption.

3. Keeping the organization focused on the AI initiative

Leaders must take steps to keep the momentum for AI going. Usinga scorecard that captures success criteria and project-performancemetrics for all stakeholders, for example, is an excellent way toalign the goals of analytics and business teams and keep thebusiness accountable. Adoption should also be regularly tracked sothe company can adjust their solution usage as needed.

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In order to successfully scale technology in HR, hiring teamsshould take hold of their digital strategy, which includesownership of the digital experiences they create for candidatesbefore, during, and after application. Seamless digital experiencesfor transitioning new hires into the workforce and for helpingemployees have their needs met throughout their employee journeyare essential to fight fragmentation.

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Vinita Venkatesh is vice president ofMyaSystems.


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