Big Bets vs. Bad Bets: AI Lessons from the C-Suite

What do you see as the opportunities for HR to leverage AI to become more strategic and less administrative? You both have kind of spoken to a few, but I'd love to have you just really put a fine point on it.

Like, what is the opportunity?

I will tell you, and it's interesting, because I think in our business, and I mentioned to you it was our business strategy executive who made the decision that this is what we're going to do, and he worked with our CEO.

Interestingly enough, there were no conversations that were had with HR, and we call ourselves People Capital, with me or any of that.

It is brilliant at this point in time because they came to their own volition that, oh, this actually needs to be in the center of people.

and what's going to happen that we are going to be the ones that actually get to influence, navigate what this really looks like.

Now, I will tell you this, I should have been running down the hall saying, excuse me, you need to include me.

I did not want to do that because at that point it would have been another six months before I heard anything.

So I just patiently waited and sure enough, I get a knock on my door and it's like, oh, you know what Dorada, we didn't think about the people aspect of this.

and how it impacts that.

So I'd like, as I said, to do a planning meeting with you.

And I'm like, I would love that.

And so I think we have a huge opportunity because it really does center around people.

We're gonna be the ones that are going to have to help them think about change management.

Like the conversation that Kathleen just provided in terms of guess who gets all of the emotive pieces of it when people are thinking their jobs are being taken away.

or when people are thinking that something's going to happen to them and the body of work that they do.

We're going to be the ones that are actually navigating that for the organization.

I'll take a little bit

of a deviation because I didn't wait.

I sort of like ran through the door and busted it down.

But I think that we have the opportunity to really be creative for the first time in our roles.

Not the first time, but really from a very impactful way of reimagining what's possible in the workforce and creating and showing by example what's possible.

there have been a lot of things where I've been in organizations where they've been a little tentative and they've held back and you can sort of see the other c-suite like oh we really should do this and but I don't know really how to start but if we pick that one pain point and then use that in HR and perfect that and say oh well we did this and use that as an example that I can say I took our handbook and we made it a completely interactive digital handbook that our employees can interact with, built our own chat bot in-house and put it on the internet and it's out there and I can say, I'm not a developer, I don't know how to write code, I don't know anything about that but I can now build these things and you can show what's possible and then that leads by example for the rest of the C-suite to start thinking, oh well now we can actually start thinking about doing things in a different way And I think that leading by example as the department, again, because we are the people function, takes away a little bit of that fear factor that may come from other parts of the organization.

So if we lead by example, then we're breaking down some of that silo and breaking down about what's actually possible, because then it ceases to be an IT-led initiative.

I think a lot of times organizations lead, they think, oh, this is a tech issue, so IT leads it.