so you know you have that employee that reads the policy but then decides yeah I'm gonna do it anyway or we have a proprietary AI but it doesn't give the results that I want so I'm gonna go over here to chat GPT or Gemini and do it a different way and if I if I do it in some way that doesn't make sense but it's not a big deal and that's much more of a nightmare I think then people realize

Yeah, I'm going to start off really basic.

And it's about use case.

I think one of the biggest risks that folks are underestimating is that AI doesn't fall into a category where one size fits all.

And so we need to understand what the tool was intended, what it was developed to do.

We need to put controls around how the tools are used in our workforce and then finally i would say there's a lot of hedging in terms of you know okay we purchased this tool for xyz hiring right but we're not really using it to make any final decisions and certainly the the vendors or the developers of the tools will often state This isn't meant to be used to make selection decisions.

Those decisions are the employers to make.

And so with that, Michelle, could you elaborate on some of the potential consequences associated with the risk?