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AI Copilots: Improving the HR Experience for

Employees
Journal Article
March 01, 2024

By Tara Cooper, Jason Averbook and Jim Holincheck

Organizational Performance Total Rewards

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Human resources (HR) teams have a crucial responsibility to be at the forefront of the AI-driven workplace transformation.
AI will revolutionize work processes, reshaping job dynamics, skill requirements and human priorities, fundamentally
altering the way we approach and accomplish work. This impact on the people is what makes this transformation an HR
responsibility. When it comes to AI, HR needs to do more than just take the opportunity to streamline HR processes and
enhance the employee experience. HR needs to proactively prepare the workforce for what’s to come.

And while AI is not new, we’re still in the early stages of understanding and imagining what’s possible with the latest
advancements in AI, especially generative AI (Gen AI). In this paper, we’ll explore the evolution of AI, including these recent
advancements, their impacts on HR and the workforce, and their potential risks. We’ll discuss AI maturity models, HR
applications for AI and the digital mindset that underpins successful transformation efforts. We’ll also highlight the
emergence of AI copilots, which augment human capabilities in HR and beyond while pointing to a future where AI
seamlessly integrates into the everyday experience. And we’ll give HR professionals like you real ways to get started with AI,
so you can embrace the ongoing advancements in human-machine collaboration.

AI ISN’T NEW, IT’S JUST EVOLVING

AI is not a new concept. In fact, the concept of AI dates to the early 1900s when there was first discussion around the idea of
artificial humans. This led to the creation of early robots, which were simple and mostly steam-powered at the time. By the
early 1950s, there was a computer program developed to play checkers, and by the mid-1960s, a chatbot had been
developed using natural language processing (NLP), allowing humans to converse with machines for the first time.

Since then, we’ve witnessed rapid advances in AI and automation. In 1997, a chess-bot named Deep Blue beat chess
master Gary Kasparov, causing an international stir. In 2002, the introduction of the Roomba robot vacuum brought AI into
our homes. In 2011, Apple’s introduction of its voice-powered virtual assistant, Siri, put the power of AI into the hands of
consumers around the world. And in 2016, a humanoid robot named Sophia emerged, blending the capabilities of
machines with the humanity that only comes from, well, humans.

In 2020, the wheels were set in motion for rapid AI advancement when OpenAI began privately testing GPT-3, a generative
AI model that can process and create text that resembles real human outputs. OpenAI quickly followed up in 2021 with the
launch of DALL-E, a generative AI model designed to create images based on simple text descriptions. When OpenAI
released ChatGPT publicly in November 2022, it reached 100 million users in just two months, setting an incredible record for
consumer app adoption. For comparison, it took TikTok nine months to get to the same level of adoption.

So, what makes the latest generation of AI advancements so different than past iterations? It helps to look at the evolution
of AI to see what sets this new type of AI apart.

AI 1.0 – Rule-Based Systems

The first generation of AI, AI 1.0, follows strict rules that are programmed by people. Most of these rules follow an if-then
structure, meaning the AI is programmed to look for certain criteria, then trigger certain actions when those criteria are
met. For example, if you select your country to reflect “United States” on an address form and the drop-down options
automatically change to reflect only U.S. states, that’s rule-based AI.

In HR, the use of this type of AI is quite common. Applicant tracking systems that filter candidates based on specific criteria,
such as education or years of experience, are using rule-based AI. Other HR systems that commonly use this type of AI
include onboarding, payroll, time and attendance, and performance management systems.

AI 2.0 – Machine Learning

Machine-learning systems changed the AI game by making it possible for AI to make requests in real time without the help
of a programmer. Instead of following static rules like AI 1.0, machine-learning systems act based on patterns found in the
dataset they’re fed. This means these systems can learn and improve from their experiences without being explicitly
programmed. They leverage statistical methods to identify patterns in large data sets, then make predictions or decisions
based on those patterns.

HR has adopted machine learning in several formats. Conversational AI/digital assistants (also known as “chatbots”) use
machine learning to tailor their responses and content to the individuals interacting with them. Some learning and
development platforms use machine learning to tailor learning content and paths based on specific learner’s needs.

AI 3.0 – Deep Learning

An advanced form of machine learning, deep-learning models are engineered to automatically and adaptively learn from
experience by using complex structures, called artificial neural networks, that mimic the human brain. Capable of
recognizing complex patterns across various types of data (text, pictures, sounds, etc.) and producing accurate insights
and predictions as a result, deep-learning AI is best known for helping us see trends we couldn’t otherwise see on our own.

Deep-learning AI is used by HR to gather insights, make better decisions and to better tap into the needs of the workforce.
Common examples of deep learning in HR include skills inference, sentiment analysis and employee-churn prediction.

AI 4.0 – Generative AI
This leads us to the latest, and most disruptive AI to date — generative AI. Gen AI takes deep learning to the next level,
creating new content that resembles the data it was trained on. The outputs are vast and include text, images, music and
even voice. What makes Gen AI unique is that the outputs are new and original, not just repetitions or interpretations of the
input data.

The use of Gen AI in HR is just getting started, but a common application is using Gen AI to create chatbots that sound
human and can go beyond delivering existing content to generating content of their own and helping employees get work
done faster. These digital assistants are often called copilots. We’ll explore these in more detail later. What sets these new AI
models apart from past conversational assistants are their ability to offer up new conclusions, explain their reasoning,
engage in follow-up dialogue and provide recommendations.

Other uses of Gen AI in HR center on scenarios where human capabilities are augmented by AI. This could include scenario
planning, ideation, prototyping and content creation. In each of these scenarios, AI can generate a great starting point
almost immediately, giving the people using the technology a place to begin to edit, ask questions, engage in thoughtful
discussion around the best path forward and use skills that only humans possess to advance initiatives forward. This is
where AI can begin to truly amplify human capabilities.

Large Language Models

Large language models (LLMs) are often discussed in association with Gen AI. An LLM is a type of AI system that works with
language (text, code, audio, images and video). Trained on large sets of data, LLMs find patterns in data using statistical
analyses. They can use those patterns to generate new text, audio, video and other content based on a prompt (or other
inputs). LLMs can also use those patterns to summarize and explain things (a form of reasoning). LLMs power the latest
digital assistants and content creation solutions.

AI WILL RESHAPE THE WORLD AS WE KNOW IT

AI is bringing about monumental shifts in various aspects of society, particularly in the realm of work. With the advent of AI
technologies, automation will become more prevalent, leading to the transformation of traditional job roles and the
emergence of new ones. AI-powered systems will streamline and optimize processes, enabling organizations to operate
more efficiently and effectively. This will require a shift in the skills and capabilities required from the workforce. HR
departments will play a crucial role in managing this transition, focusing on talent activation, upskilling and reskilling
initiatives. Those actions will help create inclusive work environments that foster collaboration between humans and AI.
Additionally, AI will enable HR professionals to leverage data-driven insights for strategic decision making, enhancing
employee engagement and improving overall organizational performance. As AI continues to advance, it will usher in a
new era of productivity, innovation and human-machine collaboration.

Impact to Work
Gen AI will affect how work gets done and who does it. With its ability to automate complex tasks and enable hyper-
personalized services, AI will be embedded into workflows. Work will be reimagined, changing how tasks are accomplished
and who handles them. “Human + machine” collaboration will amplify efficiency and effectiveness, driving radical gains.
And work redesign will become essential as tasks are reallocated to the best blend of talent and technology.

Research from OpenAI, Brookings and Goldman Sachs indicates 80% of today’s jobs could be affected by AI, with 19% of jobs
seeing major disruptions to at least half of their tasks (Eloundou 2023). And nearly all jobs will see a change to their core
tasks. The bulk of work today is composed of numerous transactional duties, almost all of which AI and automation can
either speed up or take over altogether. Because of this, we’ll see jobs shift to become more knowledge-based and
relational, where Gen AI will augment the work to help amplify human capabilities.

Impact to the Workforce

As Gen AI changes jobs, it will also change the workforce. Generative AI has the potential to democratize knowledge and
creativity, bridging gaps in skills and expertise. By deploying AI tools across the entire workforce, everyone will have access
to a wealth of knowledge and resources, promoting equity and inclusivity. This democratization of knowledge and skills will
create room for diversity and fresh thinking as AI bridges gaps in expertise.

The workforce will prioritize human-centric roles, requiring continuous upskilling and reskilling, and integrating AI
partnerships in various job functions. This will lead to new work models that transcend traditional functions and
organizational structures, opening the door to more fluid and dynamic ways of working.

Gen AI will help fuel better talent management as well. AI-powered solutions can help uncover and source skills to better
meet the demands of the business while the candidate and employee experience is personalized along the way. Gen AI
can help gauge sentiment and predict behavior, enabling it to engage employees with the right tools at the right time to
keep them fulfilled and productive and help the organization progress through workforce-sensing models that predict skill
supply, demand and engagement levels.

However, these changes also bring risks. According to the World Economic Forum (2023), while half of the organizations
adopting new technologies will experience job growth, another 20% will face displacement. Jobs that involve repetitive
tasks, such as data entry and administration, are particularly at risk of disruption. Training and upskilling initiatives are
crucial, yet they have not kept pace with the rapid innovation in AI. By 2027, six in 10 workers will require upskilling in AI,
analytics and big data, but only half of them will have the opportunity to do so (World Economic Forum 2023).

Despite these challenges, technology over time tends to create more jobs than it eliminates. Employers, and HR specifically,
can play a vital role in protecting at-risk workers by preparing them for the jobs of the future and ensuring they have the
necessary skills to thrive in the evolving workforce.

Impact to Employee Experience

Gen AI will modernize the employee experience, helping organizations rise to meet the changing (and varying) needs of the
workers. With its ability to personalize like never before, Gen AI tailors every aspect of the employee experience to meet
individual needs and expectations. From career paths to rewards to the work environment, employees can receive a
customized experience that is relevant and appropriate for them.

Gen AI simplifies the employee experience by serving up the right tools and information in real time, eliminating the need
for superfluous pages and portals. This optimization of resources helps ensure that every dollar, minute and effort invested
in the employee experience is optimized, resulting in a stellar experience with minimal waste.

However, the impact of Gen AI on the employee experience goes beyond personalization and simplification; it necessitates
a new architecture. To build a new experience, robust and streamlined data become the foundation for deep analytics and
predictive modeling. An organizing taxonomy for work, encompassing jobs and skills, unlocks the potential of these data.
With a consistent organizationwide understanding of work and skills, the future of work can be reimagined. Traditional work
structures can be deconstructed to leverage employees' core capabilities, the specialized skills of gig workers and the
transformative power of AI. This new architecture enables organizations to tap into the full potential of Gen AI and create an
employee experience that is truly innovative and impactful.

Impact to HR
In the age of AI, HR will undergo significant changes and rise to become a key player in tech conversations. As Gen AI
touches nearly every part of the employee interaction, the HR service delivery model will be reshaped and HR will play a
crucial role in identifying, selecting and managing enterprise technology and data models.

Like most functions, HR is riddled with time-consuming transactional tasks. HR will see productivity boosts through AI in the
form of the digital assistant. AI will act as a copilot for HR, helping with tasks such as writing, setting goals and engaging
employees to boost productivity.

Gen AI will also give HR leaders and professionals the chance to better manage and analyze data to make better-informed
talent decisions across the organization and provide insights to managers and employees directly to aid in their decision
making.

TODAY, GEN AI IN HR IS LIKELY TO SHOW UP AS A COPILOT

Large language models have made it possible to create digital assistants that enable human-like conversations to take
place and real work to be accomplished. Unlike traditional chatbots where people are given limited options to interact (i.e.,
how can we help, followed by 2 to 3 help areas you can select), modern digital assistants are capable of understanding
needs and requests in normal conversational language. You simply address the modern digital assistant in the same way
you would a colleague. And the digital assistant responds as if it were your co-worker, using the right words in the right
context to provide better information and support than ever before. This new breed of digital assistant is commonly called
a copilot.

As their name implies, AI-powered copilots are specifically designed to enhance human capabilities, rather than replace
them. Just like a copilot in an airplane, AI copilots work alongside humans to make their jobs easier and more efficient. They
aid and support, helping individuals navigate complex tasks and processes. AI copilots do not take over the entire job.
Instead, they act as assistive tools, leveraging their advanced capabilities to complement and amplify human skills and
expertise. By working in tandem with humans, AI copilots enable individuals to achieve higher levels of productivity and
effectiveness in their roles.

Figure 1 shows the three primary areas where copilots can augment the workforce.

Hands Work
Hands work is the work that takes time (and hands) to complete. It’s those repetitive and/or transactional tasks that you
complete, not because you’re particularly talented at them, but because somebody has to do them.

How AI/Copilot Can Help

Gen AI and automation have the power to automate hands work, reducing or removing the burden from people so they
can focus on more important, and more human endeavors. The copilot specifically was designed to help take on these
tasks – from running key reports, to creating slides for that upcoming meeting, to updating across multiple systems. In this
arena, the person is directing the work that needs to be done, just like they might do if they had a human assistant.

Heads Work
Heads work is the work that takes time to think, such as analyzing data, designing an effective process, or creating a
communications campaign. It's work that requires the use of our heads, so it can't be fully automated, but it can be
enhanced.

How AI/Copilot Can Help

AI elevates heads work. With a copilot, you can ask it to pull a report, summarize the key trends, identify potential risks you
need to be aware of and turn all of that into an executive summary that you present to your leadership team. In this
scenario, a person is still directing the work, using their own human knowledge to direct what’s important to uncover and
include in the final output. This leaves the deep-level analysis, which could take a human hours, days or weeks to uncover
through their own analysis, to the copilot.

Hearts Work
Hearts work is work that is uniquely human. Things like innovation, collaboration, ambiguous problem solving, and
relationship building are all capabilities that are uniquely human and part of the hearts work. AI isn’t about to take over any
of these things, at least not to the same level at which a human can.

How AI/Copilot Can Help

AI can help support and bolster this hearts work by enabling people to do more of it. The copilot can’t collaborate for you,
but it can recommend the right people to collaborate with based on their skills, knowledge and expertise. The copilot can’t
innovate, but it can help get some ideas started that people can nurture into real possibilities. Most importantly, the copilot
can assume a greater portion of the hands and heads work, so people have more time to focus on the hearts work.

AI-powered copilots are gaining traction in several disciplines, and HR is no exception, with several HR technology vendors
introducing them in the past year. Here are a few ways the copilot can benefit HR and the employee experience:

Finding the Right Information

Traditional knowledge bases can be hard to navigate, not to mention hard to maintain. Even traditional chatbots aren’t
great at getting you specific information, even if they can successfully locate the right document. Gen AI changes all that,
giving you the opportunity to ask a direct question (e.g., does my health insurance cover allergy testing?) and receive a
direct answer as well as the backup documentation if needed (e.g., yes, according to this guide on Page 32, allergy testing
is covered up to 80% for in-network providers). This greatly reduces the amount of time employees must spend searching
for answers and reduces the number of times they reach out to HR for help. And when someone does reach out to HR for
help, HR professionals can use the same copilot technology to help them more easily find the information they need.

Understanding Information
Another key capability of Gen AI is the ability to consume, summarize and even analyze data, helping you better
understand the information you have access to. Today’s copilots allow you to ask questions about what’s happening in
your organization (e.g., what’s my employee retention rate across sales in North America?) and receive a straightforward
answer. You can ask the copilot to turn that information into a chart or graph, dive a level deeper and even predict what
the future holds (e.g., what is my expected employee turnover rate this year?) with greater accuracy than ever before.

Recognition
Employee recognition is a cornerstone of employee engagement and retention. Gen AI can help bolster recognition
programs by bringing a little fun and creativity to the process. You can ask your copilot to write a thank-you poem in the
style of your colleague’s favorite poet or produce a painted likeness of your colleague in the style of your favorite artist to
share along with your praise. This type of creativity can make recognition more enjoyable to receive by elevating the
experience to be highly personalized and more meaningful than your traditional “high five” or “way to go.”

Talent Sourcing
Finding candidates with the right skills for open roles can be daunting. You could be sitting on those skills inside your
organization. Or you may find those skills in candidates you’ve engaged in the past (silver medalists and other past
applicants). Or you may need to find them in the hidden trove of skills possessed by passive candidates out in the market.
With a copilot, you can outline the skills you want or even upload the job description, and the AI will match the skills you
need with the talent who has them, regardless of which system they might be in. This gives you immediate access to high-
potential internal and external talent in just a click. And you can even ask your copilot to craft personalized messaging for
each candidate, improving your chances of receiving a response.

Payroll and Compliance Accuracy

Keeping up with constantly changing payroll compliance regulations can be challenging and time-consuming, increasing
the risk of errors and penalties. Luckily, the copilot is here to help. With the ability to quickly recognize potential errors and
issues, the copilot can proactively raise concerns and offer solutions, saving time and alleviating the risk tied to these
complex processes.

Benefits
Benefits can be tricky for employees to navigate, especially as organizations work to offer more robust options to support a
wider array of employees. Often, program details and what’s covered are buried inside benefit guides and websites.
Employees can end up missing out on coverage they could have benefited from or paying for coverage they simply don’t
need. The copilot can reduce this burden and make benefits election simpler and easier by conversationally guiding
employees through benefits enrollment. By asking key questions, the copilot can help employees navigate the right
coverage and coverage levels to help ensure they get the benefits they need and nothing they don’t.

THE FUTURE OF AI IS INVISIBLE

The biggest impact from AI will be from the AI you don’t see. AI will be baked into the tools we use every day, but we won’t
know or think about it being there. This won’t be much different from other technological disruptions we’re all familiar with.
Take the rise of the pod-based coffee maker, for example. When we get up in the morning, we simply grab a pod, pop it in
the coffee maker and press a button. Technology does the rest for us. We don’t even think about the fact that we no longer
deal with filters, measuring out coffee or asking our officemates if they want coffee too so we can make just enough.
Technology has changed the way we make coffee, but we don’t think of it as interacting with a robot. We think of it simply
as a better way to make coffee.

So, while the use of copilots has enormous potential to increase productivity and make work life easier for employees, it still
feels like AI. We know we’re interacting with a machine, not a person, even if the conversation reads like it’s between
humans. But that is going to shift as AI continues to mature and people continue to imagine what’s possible. AI will go from
being a digital assistant that we interact with to the inconspicuous backbone that powers so much of our work.

When you start your workday, AI will have organized your agenda and priorities. You’ll immediately see:

Which people or issues need your immediate attention (automatically surfaced from across a variety of
communication platforms)
What you need to prepare for the day (based on your calendar, your to-do list and more)
What alerts you need to attend to (based on proactive data monitoring and notifications).

You won’t have to log into a dozen different systems to find these things or ask a copilot to give you a rundown of your day.
The experience will be proactively served up to you at the exact time you need it. AI will make connections in data and
automatically alert you to them. AI will suggest better ways to prioritize your work, similar to how Waze proposes a new
route when traffic starts to build up. The possibilities are endless.

PREPARING HR FOR CONTINUOUS ADVANCEMENTS IN AI

Ultimately, there are two things that drive AI maturity — the sophistication of your technology (your digital maturity) and
the level of human adoption (your cultural maturity). Too often, organizations are focused on digital maturity and overlook
the cultural maturity element, which can prevent organizations from realizing the benefits of their technology investments.

Untapped-potential category – Organizations that have basic technology and low human adoption. There is nothing
but room to grow on both fronts. These organizations can get started on their digital journey by offering basic AI literacy
programs to help employees understand the potential and limitations of AI. At the same time, they will need to foster a
culture of curiosity and openness to change, emphasizing the potential benefits of AI. HR teams at these organizations
need to prepare teams for the introduction of AI tools into their workflows.
Early adopters – Organizations that have sophisticated technology but low human adoption. These teams have taken
on best-of-breed, innovative technology but they don’t have the human engagement needed to get a return on
investment for their early adoption. These organizations should look to offer advanced AI training sessions, possibly led
by external experts or consultants, to increase their employees’ familiarity and comfort with AI. Emphasizing innovation
and experimentation, employees should be encouraged to pilot advanced AI solutions. Meanwhile, HR staff need to
prepare teams for the potential disruptions and paradigm shifts that cutting-edge AI might introduce.
Late majority – Organizations that have basic technology but high human adoption. These organizations are filled with
people who are curious and eager to explore how AI can unlock new productivity but they’re late to the game when it
comes to implementing the latest technologies. These teams should expand AI training to incorporate intermediate
levels and focus learning on specific tools and platforms. Teams should be encouraged to share best practices and
success stories related to AI adoption. And, HR should work to ensure the smooth integration of AI tools into workflows,
addressing any resistance or concerns.
Pioneering innovators – Organizations that have sophisticated technology and high human adoption, putting them on
the leading edge of the digital frontier. These are teams that have hit a digital stride, but that doesn’t mean training
should end. Instead, these organizations should offer ongoing learning opportunities to keep up with the latest
advancements to help maintain AI excellence while cultivating a digital-first culture where continuous improvement
and innovation are the norm. HR teams inside these organizations should look to implement multi-faceted programs to
align and equip employees on the rapid changes introduced by advanced AI.

THE MOVE TO BEING DIGITAL

Very few organizations fall into the pioneering innovators quadrant of the digital journey index. But those that do have gone
beyond “doing digital” to “being digital.” This shift centers on the idea of purposely exceeding the expectations of the
workforce while also meeting the needs of the business. To do this, we need to adjust how we allocate our focus and our
efforts.

Our starting point needs to be our mindset.

We need to focus our biggest, and first, efforts on creating the vision and understanding of digital HR and the roles and
responsibilities that align to this vision.
We begin alignment with prioritizing, planning, and making progress on digital initiatives while we develop a “go-begin”
mindset centered on driving continuous improvement and sustained adoption.
We gain stakeholder buy-in while mapping out the capabilities needed to manage organizational change.

Next, we move to think about the people, our audience.

Voice-of-customer research informs what problems to solve when, while employee feedback and co-creation inform
how to solve those problems.
Experiences are personalized to meet unique audience needs.
Organizations can easily communicate with the entire workforce or segments of it.

Then, we focus on the process, or journey.

Experiences are frictionless and designed for the right person, product, channel and time.
Design focuses on end-to-end, cross-functional journeys.
Processes are efficient, effective and deliver value to the business.
The workforce is empowered through digital direct access to knowledge and services.

Finally, and purposely last, we look at technology and solutions.

Digital experience architecture is intentionally designed to be personalized and intuitive.

The technology ecosystem is fully rationalized to support a frictionless workforce experience.
HR is empowered to design and configure digital solutions.
People data have clear ownership and integrity and are available for use and/or analysis where it is needed.

NAVIGATING THE RISKS OF AI IN HR

As with any technology, AI is not without its risks. The latest generation is no exception. Governments and AI experts
worldwide are discussing how we harness the power of this new technology for good while minimizing the risk of bad actors
and unintended consequences. This means that legislation will continue to be discussed and implemented to put
safeguards in place around the use of AI. Until then, organizations are left to navigate the AI landscape on their own, which
has led to five main pitfalls:

© 2024 WorldAtWork, Inc. All rights reserved. WorldatWork is a United States 501(c)(3) tax exempt organization.
 1. Understanding the technology – Many organizations don’t fully grasp what Gen AI is and how it works, leading to
unrealistic expectations or misuse of the technology. Teams need to invest time and resources to understand the
technology before implementing it.
2. Data quality and quantity – Gen AI models such as GPT-3 require vast amounts of data for training. So, the quality and
quantity of this data directly affect the performance of the model. Organizations often underestimate the amount of
high-quality data required to effectively train these models. Investing in keeping data clean and accurate is key to
getting the most out of AI.
3. Ethical and legal considerations – Gen AI can create content that seems human-like, which raises questions around
ethical and legal issues, such as copyright laws. Organizations need to work with their risk and compliance teams to
avoid issues such as data breaches and copyright infringement. Meanwhile, organizational leaders need to consider
the ethical implications of AI, such as job displacement and economic impact, leaning on HR leaders to guide the
business in a way that balances economic advancement with empathy and support for employees.
4. Bias in AI and LLMs – AI models can unintentionally perpetuate and amplify existing biases in the data they are trained
on. Keeping humans in the loop to catch and resolve issues can help you avoid AI outputs that are biased or
discriminatory.
5. Assessment, management and continuous improvement – Since the correct output isn’t always clear with AI,
evaluating the performance of AI models can be challenging. So, organizations need to be mindful of the limits of AI and
adjust the outputs as needed.

Many organizations have created, or are actively creating, guidelines and policies around the use of AI in the workplace.
Always follow those guidelines in your own organization.

It’s also important to remember that Gen AI is in its infancy and is prone to “hallucinations,” which are fabrications that
occur when the AI produces content that is not based on real data or information. And if you’re using any public Gen AI
solutions such as ChatGPT or Claude, make sure you don’t input any private or sensitive data, because that information
could be exposed to others in future interactions.

GETTING MORE FAMILIAR WITH GEN AI

It’s crucial that HR leaders and their teams get up to speed on Gen AI’s capabilities and risks. There are numerous online
courses and resources that can help you learn more about the underlying technology, including the “AI for Everyone”
course by Coursera (2024) , this Career Essentials in Generative AI learning series by Microsoft and LinkedIn, and MIT’s
(2023) two-week program on “Applied Generative AI for Digital Transformation.”

But if you’re ready to dive in and try out Gen AI, here are a few ideas to get you started:

1. Generate a list of ideas. This could be anything from creating a list of team-building event ideas to gathering a list of
potential titles for an internal wellness program.
2. Draft communications. You can use this as a chance to experiment with writing prompts, which are the directions you
provide the AI. You can adjust the tone, the length, the style and more.
3. Summarize a document or meeting notes. This can provide a high-level recap and a set of action items. Test out the
conversational feel by asking questions to dive deeper into areas you want to learn more about.

CONCLUSION
AI isn’t new, but it is advancing rapidly with large language models and other forms of generative AI able to create original
content based solely on text inputs. This has led to the rise of the AI copilot, designed to augment human capabilities so
people can focus less on transactional tasks and more on strategic human interactions and contributions. But don’t expect
the advancements to end here. We’re just getting started and there’s more to come, especially around the AI we don’t see,
or think of as AI, when we’re using it. These advances won’t affect just the workforce or HR. They will upend how work is done
and bring us into a new era of human-machine collaboration.

REFERENCES

Coursera. 2024. “AI for Everyone.” Viewed: Jan. 24, 2024. https://www.coursera.org/learn/ai-for-everyone.

Eloundou, Tyna, Sam Manning, Pamela Mishkin, and Daniel Rock. 2023. “GPTs Are GPTs: An Early Look at the Labor Market
Impact Potential of Large Language Models.” OpenAI, March. 23. Viewed: Jan. 24, 2024. https://openai.com/research/gpts-
are-gpts.

Microsoft and LinkedIn. 2023. “Career Essentials in Generative AI.” June. Viewed: Jan. 24, 2024.
https://www.linkedin.com/learning/paths/career-essentials-in-generative-ai-by-microsoft-and-linkedin?u=2131114.

MIT Professional Education. 2023. “Applied Generative AI for Digital Transformation.” Viewed: Jan. 24, 2024.
https://professionalprograms.mit.edu/live-digital-course-applied-generative-ai/.

World Economic Forum. 2023. “The Future of Jobs Report.” May. Viewed: Jan. 24, 2024.
https://www3.weforum.org/docs/WEF_Future_of_Jobs_2023.pdf.

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About the Authors

Tara Cooper Jason Averbook

Leading Work Tech Analyst at... Senior Partner and the Global…

Tara Cooper is a 15-year veteran of the HR With a career that spans over two decades in the
technology industry with a passion for innovative HR and Technology sectors, he is a leading figure
in Mercer's global generative AI strategy and...
and disruptive tech.

Read bio Read bio

Jim Holincheck
Senior Principal at Mercer

Jim Holincheck is senior principal at Mercer,

leading the Workforce and HR Technology practice
while also serving as a work tech analyst.

Read bio

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