iveAI

November/December2023

fortheWorkplace

Editor’sNote

GenerativeAI(GenAI)technologiescangeneratenew,derivedversionsofcontent,strategies,designsandmethodsbylearningfromlarge

repositoriesoforiginalsourcecontent.Thisemergingtechnology

becameaglobalsensationin2023withthereleaseofpubliclyaccessibleGenAIapplicationssuchasChatGPT.TherapidadventofGenAIhassentorganizationsscramblingtofigureouthowtoincorporateitintotheir

businessesanddeveloppoliciesforusingitresponsibly.

SinceGenAIstandstohaveamassiveimpactontheworkforce,HR

leadersshouldplayanactiveroleindecisionsabouttheirorganizations’GenAIinvestmentsandhowtoimplementthem.HRleadersneedtobethinkingabouttheimpactofGenAIontheworkforceaswellastheHRfunction.Concernsincludetrainingemployeestousethistechnology

safely,redesigningrolesandprocessestoaccountforitsadoption,andaddressingemployeeanxietiesaboutitsimpactontheirjobs,among

others.ThechallengeofcommunicatingandadoptingresponsibleAIpracticeshasalsobeentopofmindformanyHRleaders.

Muchofthepublicconversationaround

GenAIhasfocusedonfearsthatitmightleadtomassdisplacementofhuman

workersbytakingoveravastnumberof

tasksoncethoughtofasautomation-

proof.Inreality,thiscatastrophicscenario

willnothappen.Gartnerpredicts

GenAIwillleadtojobcreation,notjob

destruction,openingupopportunities

foremployeestohandoffmoreoftheir

drudgeworktomachinesandfocuson

higher-valuetasks.Nonetheless,itwillbedisruptive.Manyjobswillevolve,some

willdisappearovertimeandnewoneswillemerge.Expectationsofeach

employee’sproductivitywilllikely

bemuchhigherinanAI-augmented

workplace,andskillsneedsmayevolveevenfasterthantheyalreadyare.

InthisissueofHRLeadersMonthly,we

presentcutting-edgeinsightsfromour

teamofexpertanalystson:

?WhatHRleadersneedtoknowaboutgenerativeAI

?Howtheywilllikelyapplyitwithintheirfunctions

?Whatitwillmeanfortheworkforcein

termsofroledesign,skillrequirementsandtheemployeeexperience

Finally,FrankBuytendijk,chiefofresearch

intheGartnerFuturesLab,discusses

theethicalimplicationsofGenAIinthe

workplaceandtherisksHRleadersneed

toconsiderasemployeesbeginusingthis

technologyeveryday.

JonahShepp

HRLeadersMonthly-November/December2023|2

HowtoMakeInformed

ChoicesWhenDeployingGenerativeAIinHR

11

Contents

4

HowtoEvaluate

UseCasesfor

GenerativeAIinHR

18

QuantCorner:Essentialsof

StrategicTalentDevelopment

andTechnologyIntegration

HowtoReduceEmployeeAnxietyinAnticipationofGenerativeAI

19

ExecutiveSponsorPeterAykensEditorinChiefJonahShepp

ManagingEditorCarolinaValencia

AssociateEditorTessLawrence

ContributingEditorCharlieBeekman

Authors

Design

WalterBaumann

ZanaBruner

SuejungKimDivyaMalkani

Editor

MaryEmbody

27

WhatToDoWhenYour

EmployeesFearTheyWillLose

TheirJobstoGenerativeAI

34

AnInterviewWithGartner’s

FrankBuytendijk:Ethical

ImplicationsofGenerativeAI

EmilyRoseMcRae

HelenPoitevin

LeinarRamos

EserRizaoglu

JonahShepp

HitenSheth

ProjectManagers

LaurenAbel

LindsayKumpf

39

MetricsoftheMonth:

HRLeaders’Responseto

Return-to-OfficeConcerns

HRLeadersMonthly-November/December2023|3

TableofContents

HowtoEvaluateUseCasesforGenerativeAIinHR

byHelenPoitevinandEserRizaoglu

ManyHRleadersfeelasenseofurgencyaboutmovingforwardwith

generativeAIintheHRfunction,respondingtomarkethypeand

demandsfromCxOpeers.ThisresearchhelpsHRleadersprioritize

usecasestobenefitfromtheemergingpromiseofgenerativeAI.

HRLeadersMonthly-November/December2023|4

Rarelyhasinterestinnewtechnologybeensointense,broadand

sustainedasithasforgenerativeAI.WhilesomeCHROsandotherHRleadersarepatientlywaitingtoseewhattheirpeerslearnfrom

implementingandusinggenerativeAI,manyothershavebeenactively

pursuingimplementation.InJune2023,justmonthsafterthewaveofhypeunleashedbyChatGPT,5%ofHRleaderswhoparticipatedinaBenchmarkWithGartnerwebcastsaidtheyhadalreadyimplementedgenerativeAI.

Anadditional9%saidtheywereconductinggenerativeAIpilotsandproofofconcepts.Only16%ofHRleadersarenotplanningtouseGenAInoworinthefuture.1Thespeedofinterestandadoptionisremarkable.YetmanyHRteamsareill-equippedtoprioritizeusecasesforbusinessimpact.

TheeasiestwaytousegenerativeAIintheHRfunctionistoemploy

consumer-facingservicesthatperformtasksliketextgeneration—which

canincludegeneratingcommunications,jobdescriptionsorothercontent.

Whileeasytouse,theseservicesdon’thavethelayersofinformation

securityHRrequires,norcanyoubesureinformationinthegeneratedresponsesisaccurate.Movingbeyondthiseasyuserequiresreflection,prioritizationandimplementationeffort.

HowshouldCHROsleadtheirteamsinprioritizingAIusecases,

aligningwiththeirHRandinnovationstrategies?Werecommend:

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HRLeadersMonthly-November/December2023|5

EvaluateGenerativeAIUseCases

AlongWithBroaderAIUseCases

BecausegenerativeAIisoftencombinedwithotherAI

capabilities,HRleadersshouldevaluategenerativeAIusecasesalongsideotherAIusecasesinHR.

HereisthemostbasicwaytodistinguishgenerativeAI

fromotherAIcapabilities:WithgenerativeAI,somethingnewisgenerated,somethingthatdidn’texistinthatexactformbefore.AI,ontheotherhand,isabroaderdiscipline

thatusesmanyadvancedanalysisandlogic-based

techniquestointerpretevents,supportandautomatedecisions,andtakeactions.

ManyexistingAIusecasesinHRcanbenefitfromaddingalayerofgenerativeAI.Forexample:

?AI-enabledskillsmanagementisoftendeployedwithoutusinggenerativeAI.However,someprovidersareusinggenerativeAIwithskillsdatatogeneratedescriptivetextabouteachskilloralistoftypicaltaskspeoplewouldperformwiththatskill.Somemightuselargelanguagemodelsasafoundationtogenerate

termsthatwillbepartoftheirskillstaxonomy.

?RecruitmentmarketingisanotherdisciplinewhereAIwas

oftenusedtohelpoptimizedeliveryofmessagestomaximizethevalueofatop-of-the-funnelrecruitingpipeline.Adding

generativeAIcapabilitiesenablesgreaterpersonalizationofmessages.Itcanalsohelpintheinitialstepsofdraftingmarketingcampaignsorcontentonwebsites.

?HRvirtualassistantsfrequentlyincludeAIfeaturestodetect

thetopicofanemployee’srequest.OnewaygenerativeAI

isfrequentlydeployedinconversationalplatformsleadsto

achangeintheconversationflow.Insteadofpickingfroma

libraryofscriptedanswers,theAIwillmorecommonlysendaverydetailedprompttoalargelanguagemodel,fromwhichanappropriateandmorepersonalizedanswerwillbegenerated.However,HRvirtualassistantsthatincludegenerativeAI

technologywillcontinuetouseotherAIandorchestrationtechnologiestofunction.

TableofContents

HRLeadersMonthly-November/December2023|6

High

High

Medium

Medium

InternalTalentMarketplace

SkillsManagement

JobDescriptionGeneration

HRVirtualAssistant

LaborMarketIntelligence

BiasDetection

EmployeeFlightRiskAnalysis

VirtualCoach(Leaders)

PayrollOptimization

BusinessValue

Low

VoiceoftheEmployee/SentimentAnalysisRecruitmentVirtualAssistant

LearningPersonalization

RecruitmentMarketing

LearningContentGenerationAdaptiveLearning

CadidateMatching/Ranking

LearningEvaluationGeneration

CandidateAssessments

Feasibility

InterviewSummary

PerformanceFeedback

AgrowingnumberofusecasesinHRcombinegenerativeAIwithotherAI

capabilities.HRleadersmustconsiderpotentialbusinessvalueaswellas

feasibilitywhenprioritizingthese

usecases.InFigure1,businessvalue

includestypicalHRgoalslikeimproved

employeeengagement,HRoperational

efficiency,employerbrandandemployeevalueproposition,andorganizational

health.Feasibilityreferstotechnicalfeasibility,typicalorganizational

readinessandexternalfeasibility,

whereethics,responsibleAIanddemandforlegislationareconsidered.

?Figure1:AIUse-CasePrismforHumanCapitalManagement

Source:Gartner

TableofContents

HRLeadersMonthly-November/December2023|7

BeReadyToDecidetoBuy

orBuildGenerativeAIforHR

WhileevaluatingAIusecases,HRleadersmustdecide

whethertheywillbuildorbuythecapability.Thisdecisionwillneedtobemadeforeachusecase(formore,seeHowtoMakeInformedChoicesWhenDeployingGenerative

AIinHRonPage11ofthisissue).HRleaderscanfollowmultiplepathstousinggenerativeAIby:

1.UsingthefeaturesdeployedwithintheirexistingHRtechnologystack.Thisscenarioiscommonformanyusecaseslistedintheaboveprism.

2.PurchasingHRtechnologypointsolutionsthat

incorporategenerativeAI.Ingeneral,thesesolutionswillbetailoredtoaverynarrowusecase,suchastraining

managersfordifficultconversationsthroughsimulationsorotherusecases

.

3.PartneringwithITtoleverageenterprisewideGenAIinvestments.ThispathwillbemostcommonforHRservicesusecases,suchasQ&Achatbots.

4.BuildingcapabilitiesdirectlyinHRteams.ThispathrequirestheHRteamtoincluderolesforAIand

applicationdesignanddelivery,whichwillberare.

TableofContents

Optionswillneedtobecomparedforeachprioritizedusecase.Acommonstrategyandvisionthatcanbeshared

withintheHRteamishelpfulwhennavigatingthese

choices.CHROsshouldpulltogetherkeystakeholdersthroughoutIT,HRstrategy,HRoperationsandHR

technologyteamstodiscussandestablishthefollowing:

?Visionstatement—CollectinputtoarticulateavisionforusinggenerativeAIintheHRfunction.Makesureitincludesstatementsregardingwhatitmeansfor

employeesinHRandthroughouttheenterprise.

?InnovationPriorities—Establishwhichtalentdomainsareastrategicpriority.Isitupskillingandreskilling?

Internalmobility?Flexibility?Costoptimization?

?Budget—DecidewhetherHRwillhaveadedicated

budgettoinnovatewithgenerativeAI,orifitwillneedtoleveragethebroaderITbudget.

?BuildorBuyPrinciples—Agreeonprinciplesthatwilldrivedecisionstobuildorbuy,includingdata,security,strategyandresourceconstraints.

?Ongoinggovernance—IncorporategenerativeAIintoa

broaderinnovationinitiativeforHR.Determinehowtheteamreviewsinnovationquickwinsandlessonslearnedtofurtherprioritizeinitiatives.Assignrolestoownthemaintenance,

roadmapupdates,etc.,asfunctionalityisdeployed.

HRLeadersMonthly-November/December2023|8

ContinuetoMonitorfor

GenerativeAIHRUseCases

andAdoptionTrends

NewusecasesforgenerativeAIcontinue

toemergethankstocreativedesigners

findingwaystotapintoitscapabilitiesto

solveHRandtalentchallengesinpreviously

unimaginedways.Afewlearningand

developmenttechnologyprovidershave

startedusinggenerativeAItosimulate

toughconversationsandprovidefeedbackabouthowthelearnernavigatedthe

situation.Wealsoanticipateexperiences

thatwecoulddescribeas“cobots”will

emergethatarerole-specific.Forexample,arecruitercobotwoulddetectwhata

recruiterisworkingonandproposecontextandtask-relevantassistance.

AstheinnovativeapplicationofgenerativeAIcontinuestoevolve,theHRfunction

mustincorporatesuchmonitoringactivitiesintoongoinggovernanceactivities.

Fornow,HRleaderscanlookbackat

theJune2023BenchmarkWithGarner

webcasttoseewhatHRleadersreportedastheprimaryusecasestheywouldbeinterestedinusingGenAIfor.TheareasshowninFigure2alsorepresentthekeyareasofinvestmentweseeamongHR

leadersthroughGartnerinteractions.

1BenchmarkWithGartner:SpecialEdition—Navigating

theWorkforceImpactofGenerativeAI(21June2023).

Thiswebinarwaspartofamonthlyseriesoflive

benchmarkingsessionscoveringthetopinternalandexternalconcernsthatimpactkeytalentdecisions

HRleadersneedtomake.ThesesessionsenableHR

leaderstodiscussstandstheirpeersaretakingon

timely,criticaltopics.AttendeesrepresentedaspectrumofindustriesgloballywithafocusonNorthAmerica.

Resultsfromthesesessionswerecompiledintoafinalbenchmarkingreport.

?Figure2:PrioritizedGenAIHRUseCases

PercentageofHRLeaders

AdministrativeTasks/Policies/DocumentGeneration(HROperations)

JobDescription/SkillsData(Recruiting)

Employee-FacingChatbot(HRServiceDelivery)

SearchforContent(Learning)

Marketing/EmailCommunications/Candidate-FacingChatbot(Recruiting) CompilingInterviewQuestions/SummarizingInterviews(Recruiting)

GenerateContent/Quizzes/ ComprehensionQuestions(Learning) DevelopingPersonalizedCareerDevelopmentPlans(TalentManagement)

EmployeeFeedback(PerformanceManagement)

WeDoNotPlanonUsingGenAIforAnyofTheseUseCases

53%

52%

51%

42%

42%

31%

30%

27%

7%

14%

n=132(June2023)

Q:Inthenextsixto12months,whichprioritizedusecasesdoesyourorganizationplanonusingGenAIfor?(Pleaseselectuptothree.)

Source:BenchmarkWithGartner:SpecialEdition—NavigatingtheWorkforceImpactofGenerativeAI(21June2023)

TableofContents

HRLeadersMonthly-November/December2023|9

MarkyourcalendartoattendtheupcomingpremierconferencesforCHROsandtheirHRexecutiveteams

JoinusatGartnerReimagineHRConferencetoconnectwithHRthoughtleadersanddiscovernewapproachestoprepareyourorganizationforthefutureofHR,technology,enhancedhumanperformanceandmuchmore.

GartnerReimagineHR

Conference

17–18September2024London,U.K.

28–30October2024

Orlando,FL

4–5December2024

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LearnMore

?2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.EVTM_NC_2650652

HowtoMake

InformedChoices

WhenDeploying

GenerativeAI

inHR

byHitenSheth,LeinarRamos,EserRizaogluandHelenPoitevin

HRleadersseekingtobenefitfrom

generativeAIfaceaconfusingarrayofoptionsthatrequirecollaborationwithIT

partnersandexecutives.Here,wecomparevariousdeploymentapproachesandoffer

guidelinestomakeinformedchoicesamidrisinginvestmentsbyHRtechproviders.

TableofContentsHRLeadersMonthly-November/December2023|11

Consume

Generative

AIembedded

inapps

Embed

GenerativeAI

APIsinacustom

appframe

Extend

GenerativeAImodelsviadataretrieval

Build

Custom

models

fromscratch

HRLeadersMonthly-November/December2023|12

TheproliferationofgenerativeAI(GenAI)applications,suchasChatGPT,hasledtoheightenedinterestin

GenAIwithintheindustry,presentingHRleaderswithnewopportunitiesandchallenges.Gartner’sbenchmarkpolldatahighlightsthat81%ofHRleadershave

implementedorareexploringGenAIsolutions.1Recent

GartnerinteractionswithHRleadersrevealmanyare

consideringarangeofGenAIdeploymenttactics,from

consumer-facingGenAItoolstotheformationofin-houseAI/MLteams.However,manyarealsounawareofthe

differentapproachestodeployingGenAIandtheirvaryingcomplexities.Furthermore,anHRleader’sfailureto

considerrisksandstrategizeforlong-termsuccesscanimpedeGenAIadoptionwithintheHRfunction.

WhilemostHRleadersmaypredominantlyconsume

GenAIthroughtheirexistingHRvendorplatforms,they

mustalsofamiliarizethemselveswithalternativemethodsofaccess.ThisbroadunderstandingempowersHRleaderstocommunicateandcollaboratemoreeffectivelywith

theirITpartnersandstrengthenstheirabilitytomakewell-informedchoices.

?Figure1:FiveKeyApproachestoGenerativeAIDeployment

Extend

Generative

AImodelsvia

fine-tuning

Buy

Build

Source:Gartner

ByengagingwithITandvendorpartners,HRleadersensuretheGenAItoolstheychoosealignwithHR’s

uniqueneedsandusecases.Thisreportprovides

guidanceonvariouswaysofaccessingGenAIand

highlightsnecessarypartnershipsandconsiderationsforthoughtfulGenAIadoption.

GenAIDeploymentApproaches

GartnerseesfivekeyemergingapproachestoconsuminggenerativeAIcapabilities(seeFigure1).Forinsightsintohowtheseapproachestranslatetopracticalapplications,exploretheGenAIusecases.

TableofContents

Consume

The“consume”approachisthesimplestwaytoutilize

GenAIcapabilitywithintheHRfunction.ThisapproachisliketurningonyourexistingHRtechnologyproviders’out-of-the-boxgenerativeAIcapabilities.

Inthiscase,HRneedstotrackitsvendors’roadmap

andadoptfunctionalityasitemerges.HRleadersmustevaluatevendors’GenAIcapabilitiestoensureusecasesaddvalueandadheretocompliancerequirements.

Embed

The“embed”approachtoGenAIdeploymentinvolves

connectingtoexternalGenAItoolsorservicesfrom

withinyourHRapplications.Itmakesthosecapabilities

accessibletouserswithinawidget,windoworsomethingsimilarintheHRapplicationsthatallowsuchextensions.

Thisapproachisadvantageousincaseswhereyour

HRapplicationsdonotincludevendor-providedGenAIfeaturesorthevendordoesnotplantointroducethemintheirfutureroadmap.

HRleadersmustcollaboratecloselywithinternalITand

technologyarchitectureteamstoensurealignment

withtheirorganization’sdata,securityandcompliancestandards.Thisapproachmayhavelimitationsindrivingdomain-specificusecases,asexternalGenAImodelsaretypicallynottrainedonspecificHRdomains.Thenature

andqualityofthepromptswillimpactoutputqualityso

youwillneedstaffwithpromptengineeringskillstorealizethevalueofthisapproach.

ExtendviaDataRetrieval

WithintheHRfunction,the“extendviadataretrieval”approachcanimprovetheaccuracyandqualityof

GenAImodelresponsesforHR-specifictasks.This

approach,knownasretrieval-augmentedgeneration

(RAG),augmentspromptswithcustomdata—typically

fromyourinternaldataorknowledgebases.SomeGenAItechnologies,suchasMicrosoftCopilot,provideout-

of-the-boxRAGcapabilitiesthathelpextendthemodelwithinternaldata.HRleadersshouldworkwiththeirIT

counterpartstoevaluateanyRAG-promptingclaimsbyAIandHRtechnologyvendorstoensureconfidentialandpersonaldataisprotected.

Adoptingthisapproachwithoutthesebuilt-incapabilitiesentailssignificantadditionalcostsanddemandscomplexalterationstothetechnicalarchitecture.Theknowledgeandexpertiserequiredforimplementingthenecessary

ITsetupforsuchadvancedapproachesarequite

rudimentarywithinmostenterprises.However,some

organizationsseekingtodifferentiatebybuildingout

enterprisewideemployee-facingservicesmaytakeonthiseffortandincludeselectHRdomainsinabroaderscope.

HRleadersshouldalsonotethatextendingviadata

retrievalisacommondeploymentapproachforHR

technologyvendorswhoembedGenAIcapabilityintheirsolutions.HRleadersshouldincludequestionsabout

GenAIpartnerswhenspeakingwiththeirvendorstoevaluaterisksandunderstanddependencies.

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HRLeadersMonthly-November/December2023|13

TableofContents

ExtendGenAIModelsviaFine-Tuning

The“extendviafine-tuning”approachallowsyouto

customizeapretrainedGenAIfoundationmodeltofocus

onanarrowersubjectorspecificgoal.Forexample,afine-tunedmodelcanexcelinHR-relatedtasksthatincorporatespecificcorporatepolicies.Fine-tuningtrainsthemodel

usingacurateddatasetofsampleinputsanddesired

outputswhileadjustingtheweightsoftheparameters

thatinfluencehowthemodelprocessesthoseinputsandformulatesoutputs.Alargelanguagemodel(LLM)oftenusesmillionsofparameters,sothisapproachshouldnotbetakenlightly.Likeextendingviadataretrieval,this

approachcomeswithsignificantcostsandcomplexitiesandrequiresstaffwhoareskilledindatascienceandAI.Additionally,asnewHRtasksorrequirementsemerge,

ongoingmaintenanceandadditionalfine-tuningmay

benecessarytoensurethemodelcontinuestoperformeffectively,addingtothecomplexityandcostofscaling.

SomeHRtechnologyprovidersmayprovidethisfine-

tuningthemselves.HRleadersshouldworkwiththeirIT

counterpartstoevaluateanyclaimsoffine-tuningbyHRtechnologyvendorstoensurepersonaldataisprotected.

BuildCustomFoundationModels

The“build”approachentailscreatingcustomfoundationmodelsfromscratch,fullytailoredtotheorganization’sdataandbusinessdomains.Thisapproachprovides

thehighestlevelofcontrolandalignmentwithspecificusecases.HRfunctionsarehighlyunlikelytoadoptthis

approach,however,duetothesubstantialcostsandcomplexitiesinvolved,aswellastherapidpace

ofinnovationintheHRtechnologymarket.

ConsiderationsforGenAIDeployment

MostHRteamswillprefertheconsumeandembed

approachestoGenAIdeployment,asthesewillenable

themtoleverageprebuiltGenAIsolutions.Understanding

theotherapproachescanhelpHRleadersbecome

betterconsumersofvendor-providedsolutions.However,certainsituationsmaynecessitateadeeperintegration

ofGenAIwithanorganization’sdatatoachievedomain-

specificresults.Insuchcases,theextendviadataretrievalapproachcanalignmorecloselywithspecializedHR

requirements,especiallyifyourGenAItechnologyvendor

HRLeadersMonthly-November/December2023|14

providesbuilt-inRAGcapabilities.HRleadersshould

workwithITtounderstandifitaimstoinvestinextendorbuildapproachesandcanincorporateHRusecases.Inexceptionalcases,HRmayhaveanembeddedAIandapplicationdesignteamwithintheHRfunctionthatcantackletheseeffortsthemselves.

PrepareforGenAIDeployment

TopreparefordeployingGenAIcapabilitiesinHR,every

organizationneedstodotwothings.First,engagewith

yourexistingHRtechplatformvendorstogaininsights

intotheirproductroadmapregardingGenAIopportunities.

Next,collaboratecloselywithyourtechnologyteamstoassessthesevendors’readiness,consideringbothtechnicalcapabilitiesandtheiralignmentwithyour

organization’sspecificrequirements,complianceand

4.WhatversionandspecificfeaturesofyoursolutionmustweusebeforedeployinggenerativeAI?

5.HowdoesthetoolaccessandinteractwithourHR

dataandknowledgebases?Whatsecuritymeasuressafeguardthissensitiveinformation?

6.HowcanwejointlyengageincorrectiveactionsifagenerativeAItoolprovidesfalseinformation?

7.HowdoesthesystemmanagehighlysensitiveHR

data?Arecertainusecasesrestrictedtoensuredataprotection?Howdowepreventmisuse,suchas

includingoverlysensitiveinformationinprompts?

securityframework.Don’thesitatetoaskchallenging

questionstovendorsandseekconcreteexamplesof

howtheirtoolsperforminHRcontexts.

Examplesofquestionstoasktechnologyproviders

andITteamsinclude:

1.HowisgenerativeAIintegratedintothesolution,and

whatspecificbenefitsdoesitprovidebeyondexisting

functionality?

2.Whatmechanismswillensuretheaccuracyofthe

generatedoutput,andhowcanweactivelymonitorand

verifyitscorrectness?

3.Howarepromptsdefined,andwhatcontroldowehave

overtheinputfortheseprompts?Forinstance,when

generatingresponsestocommonHRinquiries,what

detailsaboutanemployeeareincorporatedintothe

prompttoensureatailoredandcontextuallyrelevant

answer?Similarly,whencreatingmarketingcontent,

whatspecificdataaboutacandidateorouremployer

brandguidelinesisincludedintheprompt?

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HRLeadersMonthly-November/December2023|15

WorkcloselywithyourITdepartmentto

understandtheirinvestmentsinGenAItools.ThisalignmentwithexistingITassetscan

uncoversynergiesandmaximizethevalueof

GenAIwithinyourHRoperations.However,whileexploringGenAIsolutions,exercisecautionto

avoidoverpromisesbyvendors.YoumustclearlyunderstandthecapabilitiesandlimitationsoftheGenAItoolsyou’reconsidering.

Note1:KeyTerms

GenerativeAIistheabilityofacomputerprogramtocreatebrand-

new,completelyoriginalvariationsofcontent,includingimages,

video,music,speechandtext.Itcanalsoimproveoralterexistingcontent,createnewdataelementsandcreatenovelmodelsofreal-worldobjects,suchasbuildings,parts,drugsandmaterials.

Foundationmode