As I enter the stunning 4,000 sq ft Grand Ballroom of the Hilton Philadelphia, everyone is already seated. The lights are dimmed, and the keynote speaker has begun speaking. I shuffle to a seat at a corner table and quickly pull out a notebook and pen to take notes for this article. Gorgeous crystal chandeliers softly illuminate each third of the room, while two blue globes serve as centerpieces on each table. The production quality is exceptional; the sound is flawless, and large screens on either side of the stage ensure that even those of us sitting in corners feel included, as though we’re right up front. The backdrop is lit in the colors of the Philly SHRM Symposium, with all focus on Charlene Li, a Harvard-educated, New York Times bestselling author of six books, including Groundswell and The Disruption Mindset. Charlene presents with calm confidence, engaging the audience effortlessly as she discusses her groundbreaking research in artificial intelligence (AI).
Center Stage: Charlene Li on the Future of AI
Charlene advocates for making AI accessible to employees, emphasizing the need for simple and secure access while keeping ethical considerations at the forefront of its use in any business. She introduces a pyramid model akin to Maslow’s Hierarchy of Needs, suggesting that the foundational basis for AI use should be safety and security, followed by practices of fairness, quality, and accountability, with training provided around bias. Finally, she stresses the importance of transparency in AI use. Her message is clear: if a business is too cautious to integrate AI tools for fear of employee misuse, it is mistaken. In a conversation with Charlene following the presentation, she stated, “There is much greater risk in not offering AI internally in your organization and pretending people are not using it. Govern it versus ignoring it. Give people AI amnesty but offer training and policies.”
Reframing AI: From Tool to Thought Partner
Charlene encourages the audience to view AI as a “thought partner” and co-pilot rather than merely an elaborate search engine. She highlights the importance of providing guidelines to train employees on how to use these tools effectively, helping them remain aware of potential biases embedded in AI models.
Taking AI integration a step further, Charlene explains the emerging technology of AI as an “agent.” Agents can be taught to understand their environment, make decisions, and take action. They can complete tasks autonomously or semi-autonomously. These concepts are not abstract; they refer to familiar technologies we encounter daily, such as the Nest thermostat, Roomba vacuum, or self-driving rideshare services. According to McKinsey, by 2030, 30% of human work hours will be handled by AI “agents.” However, the challenge remains: how do organizations integrate this technology in a way that is secure, safe, and reliable?
Prioritizing Speed and Value in AI Strategy
Charlene’s insights on prioritizing AI tasks based on their value and speed provide a framework for strategizing where and how to use AI effectively. If an AI solution is too slow and doesn’t offer significant value, it’s not worth pursuing. Instead, leaders should focus on areas where AI can bring high-speed efficiency to high-value, time-intensive work.
Strategy in Pencil: HR’s Role in a Shifting Landscape
As Charlene speaks, I reflect on how individuals in HR can get involved and add value in such a rapidly evolving landscape. Her realistic approach to strategy is refreshing. She advises, “Write your strategy in pencil because it will change,” highlighting the need for flexibility in our plans while still providing clear guidelines and direction for the teams involved. This perspective encourages critical thinking about how to adapt strategies as technology evolves.
Humanizing AI: Building a Culture of Trust
As the session draws to a close, Charlene leaves us with a reflective question: “What approach can we take to reassure anyone who is reticent?” This question prompts consideration of how to foster a culture that embraces AI as a valuable tool. AI is a tool that we give value to and establish rules around. It is essential to train AI to be humanistic and aware, to check for bias, and to create genuine value in the workplace.
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About the Author
Louise Scanes brings 13 years of HR experience from a variety of industries, including education, manufacturing, and legal services. Louise holds an MS in Organization Development and Leadership from St. Joe’s University and works as an HR Business Partner at a data privacy law firm. Louise is especially interested in technology, market trends, and positive leadership in the workplace. Louise began volunteering with the Greater Valley Forge HR Association earlier in her career and now supports the Thought Leadership Team at Philly SHRM.
Editor: Dennis Paris
Becoming a Philly SHRM Thought Leader
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