Session 1:
The AI Adoption Framework and AI Readiness
Why Now?
- Innovation: Transformer
- Massive Datasets (compendium of human knowledge)
- Advancements in Computing Power
- Generative AI - text, images, audio, and video
Agenda
- Introductions
- AI Readiness Overview
- Session 1 Discussion
- Demo: Mastermind SuperPrompt™
- BONUS: AI Tool Showcase
Session 1 Discussion
How do we bridge gaps between groups with differing levels of AI readiness?
How can we engage and support employees with adoption?
How do we measure AI readiness in an organization?
How can we reduce the perceived threat of AI within our orgs?
How do you balance AI adoption with concerns about AI use (e.g., environmental impact, societal or economic impact, etc.)
How does AI-related change management differ from other change management?
How (should) we measure ROI of AI solutions if a company wants to control costs?
How do we balance ROI with technology quickly becoming outdated?
Are there any ROI examples?
How do we choose between all in one providers and dozens of one-off (micro) tools?
Generative AI Adoption Rates
Generative AI Adoption Rates
AI Adoption Challenges
- Concerns about data accuracy or bias (45%)
- Insufficient proprietary data available to customize models (42%)
- Inadequate generative AI expertise (42%)
- Inadequate financial justification or business case (42%)
- Concerns about privacy or confidentiality of data and information (40%)
https://www.ibm.com/think/insights/ai-adoption-challenges (Surveyed 2,000 organizations about AI initiatives)
AI Adoption Challenges Cont.
Skill Turnover
“The average half-life of skills is now less than five years, and in some tech fields it’s as low as two and a half years” (Tamayo et al., 2023)
Skill Threat
53% of people who use AI at work worry that using it on important work tasks makes them look replaceable. (Microsoft, 2024)
"Employees are left to navigate this new terrain on their own, often in a culture of secrecy and anxiety." (Atlantic, 2023)
Human-AI Integration
"Far more difficult [than adding new technology] is creating processes for using that technology that people use effectively." (Melinda Rogers, CIO @ DOJ)
AI for HR Adoption Framework
AI for HR Framework Discussion
How do we bridge gaps between groups with differing levels of AI readiness?
How can we engage and support employees with adoption?
How do we measure AI readiness in an organization?
How can we reduce the perceived threat of AI within our orgs?
How do you balance AI adoption with concerns about AI use (e.g., environmental impact, societal or economic impact, etc.)
How does AI-related change management differ from other change management?
How (should) we measure ROI of AI solutions if a company wants to control costs?
How do we balance ROI with technology quickly becoming outdated?
Are there any ROI examples?
How do we choose between all in one providers and dozens of one-off (micro) tools?
Persona SuperPrompt™
What if you could hire anyone in the world to help you with your work today?
Challenge: Use this for 15 minutes at the beginning of your workday.
I am a {{ your role }} and I am working on {{ goal or problem }}. What persona should you assume to help me? Assume this persona and start by asking me questions.Assignment 2
Job-to-be-done (Talent Objective): Standardize our hiring process for our software engineering jobs
Selected Task(s): Create standardized job descriptions with clear qualifications, skills, and experience requirements
Tech Capability Summary: We won't have additional budget to help with streamlining efforts for the hiring program. We suspect users will be able to interact directly with a custom GPT instance of chatGPT, since we have a business account. We'll need to be mindful of chatGPT's bias in the training data. The incentives of using a chatGPT version are that hiring managers get to a JD faster, and TA pros will have a more structured, standardized process, saving them time (they see it as the most relevant to their jobs). Output quality should be relatively high or else HMs will go back to their old ways of using.
Favorite AI Tools
gamma.app
Craft stunning presentations effortlessly.
Consensus - Search academic papers with AI
perplexity.ai
Get answers instantly with links to the sources.
gpt4all
Free, local, and private ChatGPT alternative for Windows & Mac
hex.tech/product/magic-ai/
Stardog Voicebox
What makes an effective HR function?
AI Failure - Lattice
- ‘big misunderstanding’ over AI rollout
- many users questioning if Lattice was equating AI tools to human employees.
Our Take
Failing to understand the human element
*HR Brew - Lattice CEO explains 'big misunderstanding' over AI rollout
Remember Polaroid
AI for HR Framework Discussion
What are the differences between trait and state-level factors?
Any examples of how the State-level readiness play out practically?
How can we maximize trait and state-level factors within our control?
On the flip side, what’s out of our control and could be showstoppers from the onset?
How can we reduce the perceived threat of AI within our orgs?
Beyond emphasizing that we’re augmenting humans, not replacing them?
Do we need to address elements of culture that may inhibit AI before adopting AI?
Should we use the aspects of our culture that are more open to AI adoption (the motivators) and label them as early adopters?
Given that some degree of "AI readiness" is based on wiring (i.e., personality), should orgs hire on this?
Or should there be a healthy mix of profiles represented? (e.g., explorers, pioneers, etc.)
How can AI be used to help with upskilling efforts?
How to identify inhibitors and motivators within a company?
Any suggestions or techniques that have worked for you in the past to help move the inhibitor's over to motivators?
Demo: Custom GPT for AI Capability Discovery
We will use a custom GPT to assist with breaking jobs down into tasks and understanding AI capabilities.
AI for HR Mastermind