Since artificial intelligence as we know it exploded onto the scene, there was one question on everyone's minds — can AI replace humans? While AI 'boomers' (those who are excited about this new technology) say AI will augment humans, AI 'doomers', well, call it dangerous.
While AI has yet to have any measurable impact on jobs, the fear of new technology will remain until humans adapt to it.
In the interim, AI is being deployed across various verticals by businesses worldwide, including, ironically (or perhaps not) in the world of human resource management — a department that is unique in that it requires empathy, a sense of employee welfare coupled with harnessing human resources to meet an organisation's business goals.
So, how exactly does AI work hand in hand with HR? To find out, CNBC-TV18 caught up with Priyanka Anand, Vice President and Chief Human Resources Officer (CHRO) of Southeast Asia, Oceania & India, Ericsson.
Priyanka kicked off things by doubling down on the importance of the human touch in HR, employee experience, and organisational culture.
“The human touch is the most important aspect of what we expect as individuals, and it doesn’t change when you become an employee,” she said.
Anand said, at least for her, "while AI can enhance efficiency, it cannot replace the essential human elements of empathy and understanding in recruitment and employee engagement.”
AI's primary role, according to Anand, is to automate tactical tasks, thereby freeing HR professionals to focus on more strategic initiatives. “AI revolutionises how organisations harness human potential,” she explained. “By taking care of mundane tasks, AI allows HR leaders and managers to invest more time in enhancing the overall employee experience, which is critical in today's talent-driven market.”
According to data compiled by Superworks and LinkedIn, in 2024, a substantial number of companies are leveraging AI in their HR functions.
These statistics indicate:
- Over 60% of businesses utilise AI in at least one area of HR, with recruitment and talent acquisition being the most common applications.
- This includes the use of tools such as chatbots and résumé-screening software.
- Approximately 35% of companies are incorporating AI into their training and development programmes to create personalised learning paths
AI's role in employee experience
Anand also delved into several ways AI is transforming the employee experience at Ericsson:
“AI helps in analysing employee data to identify hidden talent and predict growth trajectories. It gives us an opportunity to scratch the surface deep enough to look at identifying talent that has potential but hasn’t had proven experience,” she noted.
She said the technology enables the creation of tailored learning and career development paths, adding, “AI helps curate talent development roadmaps that are unique to individuals.
Anand said AI contributes significantly to improving retention rates by fostering a culture-centred on employee-driven career growth. “We live in a talent-driven market, and employees want to see how we keep them engaged and motivated,” Anand stated.
Fears and misconceptions
She acknowledged the concerns surrounding AI and job displacement as not unfounded but assured that AI will not eliminate jobs but, rather, evolve them. “The myth that AI will take away jobs has to be dusted off. It will change the jobs the way we see them today,” she elaborated. “This evolution necessitates a commitment from employees to upskill and adapt to new roles.”
Ericsson's AI implementation journey
Ericsson has been using AI for over two years, focusing on technology and upskilling. One such tool is Ericsson Playground, which Anand described as an "an AI sandbox for employee experimentation,” where employees can familiarise themselves with AI tools. “This playground allows employees to ask for access and play with the tools, fostering a culture of innovation,” she said.
Additionally, the Career Hub is an AI-based platform designed to enhance internal mobility and career management. “This platform empowers employees to take control of their career journeys,” Anand stated.
According to her, Career Hub enhances internal job searches and provides personalised learning recommendations. “It creates a marketplace for employees to explore opportunities across the organisation,” Anand explained. “We align employee profiles with open positions, making career advancement more accessible and tailored.”
Employee response and adoption
Anand said Career Hub was received positively by employees. “We worked closely with our leaders to communicate the value of the change, and the initial feedback was overwhelmingly positive,” she noted. “The iterative approach to launching the platform allowed for continuous improvement based on employee feedback, fostering a culture of empowerment and ownership.”
Handling underperforming employees
One critical and delicate part of human resource operations is handling employees who underperform. Some organisations put them on performance improvement plans, others help them attend training programmes or seminars, and some companies let them go.
Ericsson's approach, Anand said, recognises the possibility of such employees being a better fit for different roles.
“If the fitment is wrong from the get go, we support individuals in moving to roles where they can thrive,” she said, adding that this approach helps ensure "that every employee has the opportunity to succeed.”
Support for new hires and graduates
For fresh graduates Ericsson has implemented the Ericsson Edge onboarding programme, which spans two years and includes exposure to various roles and projects to help "new hires find their interests and fit within the organisation.”
Priyanka Anand's insights reveal that AI is not a replacement for human interaction in HR as yet, but instead, a powerful tool that enhances human potential and improves employee experience. “By leveraging AI, Ericsson is fostering a culture of continuous growth and development,” she said. “We are ensuring that employees are not only engaged but also empowered to take charge of their careers.”