AI ethics
One of the most memorable courses I’ve had the pleasure of teaching was Ethics in Technology. Back in 2008, I introduced the book The Pig That Wants to Be Eaten into the curriculum. This book, with its thought-provoking scenarios, pushes readers to deeply contemplate ethical dilemmas—like the one where a pig actually wants to be eaten, sparking debates on animal rights and the nature of consent. My students quickly learned that ethics is never black and white, especially when technology is involved. Fast forward to today, and the ethical challenges we face have only grown more complex—particularly with the rise of AI in HR.
AI Bias in HR: The Hidden Risks of Algorithmic Hiring Decisions
If The Pig That Wants to Be Eaten were written today, it might tackle a scenario like this: Imagine a company that prides itself on being at the cutting edge of innovation. They’ve rolled out an AI-driven hiring system to streamline their recruitment process. At first, everything seems perfect—efficiency soars, costs drop, and the company is pleased. But soon, subtle red flags begin to appear. Certain demographics are consistently being overlooked. When a diligent recruiter digs deeper, they discover that the AI was trained on biased data, inadvertently favoring candidates from specific backgrounds while dismissing others. This wasn’t a conscious decision—it was an unintended consequence of the data used to train the AI.
Artificial Intelligence Machine Learning Natural Language Processing Data Technology
This scenario isn’t far-fetched. McKinsey’s The State of AI 2023 report found that while AI can streamline processes and boost efficiency, it also risks embedding and amplifying existing biases across an organization. HR professionals need to be prepared to address these ethical dilemmas head-on. Should the company continue using a flawed AI system because it’s efficient? Or should they revert to human-driven processes, despite the fact that humans are also prone to bias? The challenge lies in striking a balance—ensuring that technology enhances fairness rather than undermines it.
The Power of Curiosity in Navigating AI Ethics
Curiosity isn’t just about asking questions—it’s about asking the right questions. When I interviewed Harvard’s Amy Edmondson, she said, “There is power in good questions. You better ask good questions, meaning the kind of questions that you genuinely know you don’t have answers for. The kind of questions that help people focus thoughtfully on a particular situation or issue.” In the context of AI ethics, this means critically evaluating the tools we use, delving into how they work, and understanding the data that drives them. We need to ask, “What biases might be lurking in this AI system?” and “How can we mitigate those biases to ensure fairness?” This type of inquiry is essential if we want to avoid the pitfalls of relying too heavily on technology without understanding its limitations.
Ask Powerful Questions
Curiosity also drives us to explore alternatives. If one AI system shows signs of bias, what other options do we have? Can we use different data sets? Can we involve a more diverse team in developing and testing these systems? By fostering a culture of curiosity, HR teams can ensure that they are not just passively accepting technology but actively shaping it to align with ethical standards.
Building an Ethically Curious HR Team
To embed curiosity into the HR function, organizations must prioritize curiosity-driven ethics training. This isn’t about checking a box—it’s about equipping HR professionals with the skills they need to navigate the ethical complexities of AI. It’s about creating an environment where questioning the status quo is not just allowed but encouraged. The status quo is the enemy of progress and the silent killer of innovation. By fostering a culture where challenging the norm is not just permitted but expected, organizations can ensure their HR teams are equipped to tackle the ethical dilemmas AI presents, driving both continuous improvement and sustainable growth.
Leaders getting away from status quo
Leadership plays a critical role here. When leaders model curiosity, they set the tone for the entire organization. Too often, leaders stifle curiosity out of fear that it might lead to inefficiency or a loss of control. But leaders must show that it’s okay—even necessary—to challenge assumptions and explore new ideas. This kind of leadership fosters a culture where ethical inquiry is a fundamental part of the decision-making process, ensuring that AI is used responsibly and in alignment with the organization’s core values.
Conclusion
As AI continues to revolutionize HR, it brings with it a host of ethical dilemmas that cannot be ignored. Issues like bias, fairness, and privacy are not just technological concerns; they strike at the heart of organizational integrity and trust. Developing a culture of curiosity is key to navigating these challenges. By fostering inquiry, HR professionals can critically evaluate AI tools, question the data and assumptions behind them, and ensure that AI serves the organization’s values—not just its efficiency goals. In the end, curiosity isn’t just a tool for innovation—it guides us through the complexities of AI ethics, ensuring that progress never comes at the cost of our most fundamental principles.