Human Resources (HR) professionals are dealing with unique challenges in the workplace that differ from common fears such as ghosts or spiders, especially during this spooky season. Chief Human Resources Officers (CHROs) are managing significant responsibilities like handling internal conflicts and navigating through numerous job applications. Instead of combating mythical creatures, these executives are facing office bullies and ineffective managers, all while trying to create the best employee experience.
Fortune spoke with nine HR professionals to identify the concerns that keep them up at night, with artificial intelligence (AI) emerging as a significant worry. Below are insights from several CHROs and how they are addressing these challenges.
Kelly Joscelyne, VP of HR at Indeed, notes that as AI begins to handle many tasks that previously overwhelmed managers, a gap is being highlighted. This gap shows that managers who relied on administrative tasks to compensate for weaker interpersonal skills will now stand out as AI takes over these functions, thus increasing the emphasis on human skills like empathy, leadership, and listening.
Nathaalie Carey, SVP of HR at Prologis and future CHRO, expresses concern over the diminishing reliance on intuition. The increased focus on AI and data has led to an over-reliance on key performance indicators (KPIs) for decision-making, which she finds alarming. Carey acknowledges the importance of data but insists that human intuition remains vital in decision-making processes.
Laura Adams, Global CHRO at JLL, comments on the transformative impact of AI, noting its potential to create anxiety due to unknowns about its effect on work practices. Nonetheless, she emphasizes that HR leaders must use AI responsibly, aligning it with business and employee needs.
Abigail Hollingsworth, VP of Global Benefits at Salesforce, worries about the mental health and well-being of employees, as mental illness affects a significant portion of the adult population. She stresses that businesses have a responsibility to ensure employee happiness and health.
Carmen Amara, CPO at Yelp, discusses the challenges posed by “The Big Stay,” where employees remain in roles for extended periods. She underscores the need for new strategies to keep employees engaged and to facilitate their development, which is crucial for maintaining business success.
Piyush Mehta, CHRO at Genpact, highlights the rapidly changing tech landscape, which includes AI and quantum computing. These advancements bring uncertainties that require HR leaders to be strategic and adaptable in addressing business needs effectively.
Laura Coccaro, CPO at iCIMS, points to AI’s influence on the hiring process, where both companies and candidates are utilizing AI. She mentions that most recruiters view AI use by candidates as a red flag but urges them to treat it as a signal to further investigate rather than dismiss it outright.
Victoria Myers, Global Head of Talent Attraction at Amdocs, touches on the evolving realm of generative AI and its impact on workplaces. She emphasizes the importance of guiding employees in effectively using AI to prevent job displacement for those not leveraging technology.
Linda Ho, CPO at Seismic, is concerned about the potential loss of learning opportunities from generational diversity in the workplace. She fears that generational stereotypes, such as the misconception that Baby Boomers are averse to AI, could hinder this learning process. Encouraging cross-generational learning can preserve knowledge and promote innovation.
Additionally, some noteworthy HR headlines include Volkswagen experiencing a 42% drop in profits amid potential worker strikes, private job payrolls soaring unexpectedly in October, and Canada Post avoiding a strike by increasing employee wages.
This analysis sheds light on the diverse challenges faced by HR leaders, particularly with AI’s integration into the workplace, and the broader implications of these issues on the labor market.
