{"id":70559,"date":"2020-09-15T00:48:00","date_gmt":"2020-09-14T22:48:00","guid":{"rendered":"https:\/\/www.hiig.de\/?p=70559"},"modified":"2023-03-28T15:21:49","modified_gmt":"2023-03-28T13:21:49","slug":"the-use-of-ai-in-hr-management-curse-or-blessing","status":"publish","type":"post","link":"https:\/\/www.hiig.de\/en\/the-use-of-ai-in-hr-management-curse-or-blessing\/","title":{"rendered":"The use of AI in HR management \u2013 Curse or blessing?"},"content":{"rendered":"\n

During the first Pop-Up Lab of HIIG’s AI & Society Lab<\/a> an interdisciplinary team of researchers tackled pressing issues at the intersection of Artificial Intelligence (AI) and HR management over the course of three intense days and by engaging in a variety of methods.<\/em><\/p>\n\n\n\n

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Hands-on research: What are the most pressing challenges regarding the use of AI in HR management?<\/h3>\n\n\n\n

There has been a growing interest in the use of algorithms in hiring, and more and more employers rely on AI-driven tools in human resource (HR) management. Automated decision-making (ADM) systems are used to perform time-consuming and tedious tasks such as shortlisting promising candidates out of large applicant pools.<\/p>\n\n\n\n

At the same time, ADM systems are also increasingly used to ensure employee happiness by designing personalised programmes tailored to people\u2019s individual needs, career objectives and learning preferences. Such specialised AI systems are promoted as being cost-effective and even key to ending discrimination in HR.<\/p>\n\n\n\n

However, not only the \u201cAmazon case\u201d where the use of AI in hiring inadvertently favored male candidates has highlighted how that can go very wrong. One is therefore inclined to assume that there exists a substantial gap between the promise and the reality of AI in HR management. With critics warning that automated systems can be just as biased as the humans who develop and train them, there is concern that these tools may eventually replicate and perpetuate existing discrimination patterns.<\/p>\n\n\n\n

The use of AI in HR thus raises urgent questions revolving e.g. around the impact of incomplete or unrepresentative data or the lack of transparency and explainability of AI systems \u2013 a number of which we tackled in our first Pop-Up Lab.<\/p>\n\n\n\n

Pop-Up Labs \u2013 A new type of knowledge work<\/h3>\n\n\n\n

The increasing automation of infrastructures poses both chances and challenges to our society at large. As described above, this holds particularly true for the area of HR with its sensitive data (allegedly prone to bias) where far-reaching decisions can have a tremendous impact on individuals.<\/p>\n\n\n\n

AI and society research always requires a 360 degree view. It needs to accommodate a variety of perspectives to ensure that we see the full picture of how AI systems have already entered many domains of our lives: perspectives from different interest groups (alongside researchers representatives from industry and civil society need to be heard) as well as from various disciplines brought together to enrich the urgent public debate on AI.<\/p>\n\n\n\n

What is also needed, however, is a new way of approaching these phenomena. In this light, Pop-Up Labs are an innovative research format by the HIIG\u2019s AI & Society Lab with the goal to put into practice its applied research focus. In the context of several Pop-Up Labs, interdisciplinary teams of researchers work together with partners from industry and \/ or civil society over a defined period of time. Together they develop practical research questions and tackle them by using a variety of methods tailored to each Pop-Up Lab. It is therefore an open co-creation format that strongly encourages adversarial thinking and wants to allow for ambiguity and learning journeys throughout the process.<\/p>\n\n\n\n

The 1st Pop-Up Lab: Process, participants and contributors<\/h3>\n\n\n\n

Over the course of three intense days, 10 young researchers with backgrounds ranging from computer science and philosophy, law and public policy, sociology and (HR) management engaged in this first edition of the Pop-Up Lab focused on three dimensions:<\/p>\n\n\n\n