Training Industry Magazine - July/August 2021 - 11

STELLA LEE, PH.D.
WHAT'S NEXT
IN TECH
HOW DOES THE RISE OF
ARTIFICIAL INTELLIGENCE
IMPACT LEADERSHIP?
The rise of artificial intelligence (AI)
and machine learning in business
applications has radically altered
our workplace. More and more, AI
is used to automate routine tasks,
optimize resources and processes,
detect anomalies in infrastructure,
and engage with customers and
internal staff. This new technology not
only shifts the way we work but also
requires us to take stock of how we
lead in business.
AI is good at performing certain tasks
that are repetitive and routine, as well
as tasks that require an integration
and processing of massive amounts of
data in a systemic and logical way. For
business leaders to remain relevant,
the pertinent questions become:
How can we leverage AI to shape our
organizations for the better, and what
roles do leaders play in guiding the
impact AI has?
DETECTING AND IDENTIFYING
PATTERNS
By analyzing employees' learning and
performance data from HR systems
and learning platforms, AI can be
used to detect patterns in how people
learn, including the key point people
access the systems for performance
support (e.g., while they are having
trouble interacting with customers?),
how they navigate the content (e.g.,
linearly or by skipping around?), and
which time periods have heavy traffic
(Monday morning because they are
less busy?). Together, these patterns
tell a story of what happened and why
we need to pay attention. To add this
narrative to the data, leaders need to
know how to read the data and how
to use it. More importantly, we need to
ask ourselves what questions we are
trying to answer, or what issues we are
trying to solve.
MAKING PREDICTIONS
Since AI is used to capture patterns
in the dataset, the next logical step
is to apply this analysis and make
predictions on a range of workplace
scenarios. For example, AI-enabled
candidate selection tools can find
correlations between applicants'
prior work experience, personalities,
interests and how potentially successful
a particular candidate is for the job she
applied for. AI shows great promise in
reducing unconscious bias by ignoring
information such as age, gender and
race, but any existing data might already
have bias built-in, whether conscious or
unconscious, and using an AI system
will inadvertently amplify the bias that
already exists within the organizations
such as a historical preference for
hiring men for technical roles. We need
to ask AI vendors detailed questions
about safeguarding and bias-detection
practices and how to audit the systems
over time.
SUPPORTING DECISION-MAKING
As more data is collected, AI can learn
to improve its predictions and provide
recommendations on the next course
of action. For example, internal-facing
chatbots are used to interact with
employees for coaching and mentoring
sessions. When encountering an
interaction that needs escalating or
more nuanced discussions, some
chatbots can automatically facilitate an
anonymous conversation between a
human mentor and mentee.
AI APPLICATIONS
NEED TO WORK IN
TANDEM WITH HUMAN
INTELLIGENCE AND
EXPERIENCES.
While AI can potentially enhance
decision-making processes, we would
be wise in safeguarding employees' and
customers' privacy as well as flagging
other ethical concerns. AI-informed
decisions made incorrectly and without
human intervention could harm people
and foster mistrust.
While AI is good at many tasks,
its applications need to work in
tandem with human intelligence and
experiences. To lead in the age of
digital transformation, we need to take
ownership and familiarize ourselves
with the technology, understand its
opportunities and limitations, and always
question the purpose technology serves
and at what cost.
Dr. Stella Lee has over 20 years of
experience in consulting, planning,
designing, implementing and measuring
learning initiatives. Her focus is on largescale
learning projects including LMS
evaluation and implementation, learning
analytics, and artificial intelligent
applications. Email Stella.
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Training Industry Magazine - July/August 2021

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