Back to Basics: Teach Managers How To Provide Feedback
Feedback can be valuable for your employees to develop and reach important goals, but more feedback isn’t always better. It’s not as simple as telling
Picture this: You’re in a high-stakes meeting, and your AI assistant suggests promoting an employee based on their stellar performance metrics. But you know this employee is struggling with personal issues affecting their leadership potential. What do you do?
Welcome to the brave new world of AI in HR. It’s exciting, efficient, and it’s… complicated.
Back in 1979, IBM dropped a truth bomb that still resonates today: “A computer can never be held accountable, therefore must never make a management decision.” Fast forward 45 years, and we’re still grappling with this insight as AI becomes our new workplace BFF.
A study from Deloitte found that 77% of organizations with high coaching engagement report higher employee productivity and retention rates.
Here’s the deal: AI is like that super-smart intern who can crunch numbers faster than you can say “quarterly review.” But when it comes to understanding the nuances of human behavior? Well, let’s just say AI still has some growing up to do.
That’s where you come in. Your mission, should you choose to accept it, is to harness AI’s superpowers while keeping the human touch front and center. It’s a balancing act worthy of a Cirque du Soleil performance, but don’t worry – we’ve got your back.
AI has burst onto the performance management scene like a caffeinated squirrel, full of energy and ideas. It tracks progress, suggests learning paths, and even gives real-time feedback. Sounds great, right? Well, yes and no.
On the plus side, AI is freeing up time for managers to focus on what really matters – developing their team members. But here’s the catch: AI doesn’t understand context. It can’t read the room or pick up subtle cues that might indicate an employee is having a tough time.
A McKinsey study found that only 19% of executives feel their organizations have the right governance structures in place for AI . This highlights the need for HR to lead AI governance efforts.
Consider this scenario: AI flags an employee for underperformance, recommending a performance improvement plan. But what if that employee just lost a loved one? Or is dealing with a chronic illness? This is where human judgment becomes crucial.
And let’s talk about bias. We all have biases, but AI can amplify them faster than you can say “unconscious prejudice.” If your historical data shows a bias toward promoting a particular type of employee, guess what? Your AI will also perpetuate that bias as well.
So, what’s an HR leader to do? First, implement regular “bias checks” on your AI tools. Think of it as taking your AI to therapy – it needs regular check-ins to stay on the right track.
Second, clear guidelines must be established on which decisions AI can make and which ones need a human touch. Promotions, disciplinary actions, and sensitive conversations should always have a human in the driver’s seat.
Remember: AI is your sidekick, not your replacement. Use it wisely, and you’ll have a dynamic duo that even Batman and Robin would envy.
We’re hurtling toward a world where AI handles grunt work, freeing up human coaches to focus on what they do best – connecting with people, understanding their unique challenges, and helping them grow. Sounds like a match made in HR heaven, right?
But like any great partnership, it takes work to get the balance right. AI can provide coaches with a treasure trove of data-driven insights, but it’s up to humans to interpret that data with empathy and context.
Here’s a real-world example: AI might flag that an employee’s productivity has dropped by 20% over the past month and suggest a PIP. But a human coach digs deeper. Instead of a performance warning, the coach can offer support and flexible working arrangements that set an employee up for success in a meaningful way.
Research by PwC indicates that 67% of employees prefer to have both AI and human coaching combined in their development plans, underscoring the need for a hybrid approach.
The key is to view AI as a tool that enhances human coaching, not replaces it. It’s like giving your coaches a superpower – the ability to see patterns and trends they might have missed otherwise.
Just beware of over-reliance on AI. It’s easy to get seduced by the allure of data and automation and forget the importance of gut instinct and emotional intelligence. Remember, the best employee development happens in the spaces between the data points.
So, how do you measure the success of this AI-human collaboration? It’s not just about hard metrics like productivity gains (though those are important). Look at softer measures too:
Regular check-ins with both employees and managers can help you gauge whether your AI-human dream team is truly making a difference
As we peer into the crystal ball of talent development, we see a landscape full of potential… and pitfalls. AI promises to revolutionize how we identify and nurture talent but also brings a host of ethical concerns that would make even the most seasoned HR pro’s head spin.
Let’s start with the elephant in the room: data privacy. AI systems are like that friend who remembers every detail of every conversation you’ve ever had – great for recalling important information, potentially terrifying for privacy. As HR leaders, it’s our job to ensure that employee data is handled with the care and respect it deserves. Think of yourself as the guardian of your employees’ digital lives.
Gartner reports that 69% of managers using AI tools for performance management felt more confident in their decision-making when paired with human coaching.
Then there’s the question of accountability. When AI suggests a course of action that turns out to be a mistake, who takes the blame? The algorithm? The data scientists who created it? The HR team who implemented it? It’s a thorny issue that needs careful consideration.
But it’s not all doom and gloom. Used responsibly, AI can be a powerful force for good in talent development. Imagine being able to identify emerging leaders before they even realize their own potential, or creating personalized development plans that adapt in real-time to an employee’s progress.
The key is to approach AI implementation with a healthy dose of skepticism and a commitment to continuous evaluation. Here are some questions to keep in mind:
Remember, the goal isn’t to create an army of AI-optimized employees, but to use AI as a tool to help your people become the best versions of themselves.
As we navigate this brave new world of AI in HR, it’s easy to get caught up in the excitement of new technologies and forget why we’re here in the first place: to support and develop human beings.
Yes, AI can crunch numbers faster than we can blink. It can spot patterns we might miss and suggest development paths we might not have considered. But at the end of the day, it’s human connection, empathy, and understanding that truly drive employee growth and satisfaction.
So, as you embark on your AI journey, keep these principles in mind:
Remember, your role as an HR leader isn’t just to implement new technologies – it’s to create an environment where people can thrive, grow, and reach their full potential. AI can help you get there, but it’s your human touch that will make the real difference.
So go forth, embrace the AI revolution, but do it with heart, with wisdom, and with an unwavering commitment to the humans you serve. After all, in the age of AI, being human is your superpower.
