EMPLOYEE ENGAGEMENT USING ARTIFICIAL INTELLEGENCE
S.RiyazHaja Mohideen1, A.N. Shriram2
12
PG Student, SCHOOL OF MANAGEMENT ,D.G. VAISHNAV COLLEGE
INTRODUCTION
Companies have an expensive retention
problem. These days employee has started to
switch companies over a period of time. As
a research says only 4.2 years an employee
stays in company. Once an employee starts
to work in a particular job over a period of
time he/she gets bored In the job hence he
leaves the job.Hence artificial intelligence
could be added to boast up great employee
experiences boost talent retention and
acquisition, as employees feel more fulfilled
at work.
How AI will reshape employee experience
and the nature of work
Employee experience is increasingly
associated with advanced technology;
especially data analytics and Artificial
Intelligence (AI). The emergence of
predictive intelligence, machine analysis,
recommendation, and process automation
are providing businesses with new tools
handle complex situation in the company
and to help the employee to perform their
best.
This technology is set to transform the
employee experience at leading businesses
very soon. There are a wide range of
applications for AI in improving the
employee experience, but some of the most
compelling relate to the areas of
collaboration and teaming. Here are some
potential use cases:
Employee Engagement-Advanced
sentiment analysis technologies are using,
biometrics,natural language processing, text
analysis and other emerging technologies to
go beyond traditional ways of assessing
employee experience and seeking deeper
insights into motivation and behavior of
employees. For example, AI can analyze
data including, and biometric data and email
communications to improve team member’s
sense of belonging or connection to
activities. Sentiment analysis could also, for
instance, be used to predict when an
employee is getting bored by their work; the
AI could then provide data-based
recommendations on actions to boost the
employee’s engagement level.
Building culture and changing behavior –
The possibilities for leveraging artificial
intelligence in order to help organizations
adapt behavior and culture is immense.
From a consumer perspective, humans are
now exposed to a broad variety of
behavioral nudge and stimuli in order to
encourage “views”, “likes”, or “buys.”
Organizations are already applying nudge
theory and behavioral economics concepts
in the workplace. By combining behavior
economics theory with the insights and scale
of artificial intelligence, there are significant
opportunities for organizations to leverage
these capabilities to behavior and culture
change not possible through traditional
transformation. For example, consider the
case of unconscious bias in promotions and
reviews. Perhaps a particular manager shows
difficult to identify patterns in his reviews of
colleagues. Artificial intelligence
capabilities can both discover previously
unrecognized trends and act as “friendly
intermediary” in order to demonstrate
evidence to the manager and help him
change behaviors toward colleagues – which
benefits the collective organization.
Building new skills – By applying data
analysis and AI, employers will be able to
tailor analyze personalized career plans and
training programs. These plans will be
mapped exactly to the individual’s
personality and approach to learning, based
on insights and correlations that can only be
achieved by machine analysis at scale.
Enabling teaming and collaboration –
Machine-scale data analysis can also be
applied to the wider employee experience by
ensuring that people are placed in teams that
will work well together by collaborating
effectively. The right algorithmic models
will provide recommendations which, when
implemented, drive employee engagement
by creating cohesive teams and boosting
collaboration. As the workforce becomes
more fluid to better leverage contract
workers to help meet skills shortages,
effective teaming will become critical. The
workforce of the future will be liquid: teams
will come together. By recommending team
structures and hierarchies, AI will prove a
core enabler for this.
With the rise of AI, the way in which
enterprises engage, evaluate and manage
employees will transform beyond
recognition. Data and predictive analytics
will lie at the heart of this change, as
algorithms help businesses understand what
motivates their employees and how they can
architect their workflow, workplace culture
and HR services to play on the strengths of
individual people.The ethical
implementation of AI shaping employee
experiences
The use of AI in employee retention, hiring
and promotion invite a new set of ethical
questions for organizations, and the wider
society. The era of Big Data encouraged us
to collect and store as much data as possible.
Our new evolved, perspective is that we
need to address the quality of the data we
keep and store and consider the privacy
implications of the people whose data we
collect. The use of algorithms on this data
introduces questions of uninvited negative
consequences.
With the rise of AI, the way in which
enterprises engage, manage and evaluate
employees will transform beyond
imagination. Data and predictive analytics
will lie at the heart of this change, as
algorithms help company understand what
motivates their employees and how they can
structure their workflow, culture and HR
services to play on the strengths of
individual worker.The ethical implications
of AI shaping employee experiences.
Data Quality
data quality is paramount. Is your data
measuring what you think? Social scientists
concern themselves with operation with
good reason. operations refer to the
measurement of data that is intended to
represent a concept.
For example, a valuable measure of a good
team is employee satisfaction. How do you
measure this? One strategy might be to
develop a survey tool that explicitly asks
employee satisfaction with particular aspects
of the organization. This might suffer from
biased sample (in other words, only very
unhappy or very happy employees respond),
or you might not get the turnout you were
hoping for.
Another strategy might be to infer
satisfaction through other means, what
social scientists call a ‘construct’. Given the
accessibility and variety of data at our
knowledge, we might create a construct
based on the number of company events the
employee attend, how many holidays days
they take, whether their internal network
includes individuals outside their
department, and what websites they browse
during company hours.
The first consideration is whether this is a
comprehensive measurement and accurate.
For example, does the number of holidays
reflect employee satisfaction. Does being a
workaholic mean the employee is very
happy? Might this negatively bias against
individual with family versus single
employee?
Second, how well is this data measured? Do
you measure a person internal network by
the meetings they have with non-department
individual? This might miss informal
meetings, after-work events.
Finally, what are the cultural and social
institution that shape your data, particularly
if it will be used in algorithm? The data that
drives AI algorithms is non-neutral and
reflective of existing racial and gender
biases and disparities. A common fallacy is
that removing identifying racial and gender
information is sufficient in developing AI
that is unbiased.
Privacy Implications
Employees share a significant amount of
active and passive information. ‘Active’
information refers to data that is explicitly
shared by the individual, such as email on a
company email address. Most employees are
aware that this is information that is stored
and may be accessed by the company for
their own purpose. ‘Passive’ information
includes web logs, calendar invites, and
other less obvious data that is shared
through the use of employer hardware and
software. For example, based on an online
work calendar, an employer can construct a
network of connections to understand how
the employee spend their time and with
whom, and track trend. Employees may not
be aware that this is possible by him/her.
AI raises new ethical questions related to
data privacy in the workplace. We are able
to capture data from different source, and
utilize algorithms on this data to arrive at
prediction and conclusion that were
previously impossible by people.
Algorithmic considerations
The unintended consequences of algorithm
are prevalent in the media. For example,
we’ve heard of algorithms that show women
lower salaried job than men, or parole
algorithms biasing against black inmates.
How might we enable the positive use of AI
in employee experience, when the potential
for negative outcomes is payable.
Let’s look at an example: if a company is
building an algorithm to inform employee
promotion, they may use factors such as co-
worker and manager reviews, title, or
previous salary as variables in that
algorithm. The developer may actively
decide not to include gender and race in the
algorithm. However, this data is already
tainted. For each of these variables,
minorities and gender are systematically
discriminated against by the institution.
While gender and race are not explicitly in
the algorithm, they are implicitly influencing
the algorithmic results.
One study from researchers at synergy
University and the University of Bath, for
example, looked at how AI learns bias
through word embedding The study found
the words ‘female’ and ‘woman’ were
mostly associated with arts and humanities
occupations, as well as with the home.
‘Male’ and ‘men’, meanwhile, were matched
to math and engineering profession.
How can we navigate this potentially
threshold space? We cannot change the
institutions from the ground up, and we
cannot change the history of bias and
discrimination. What we can do is create
human-centric AI. In short, human centricity
refers to the explicit inclusion of humans in
AI decision making. This can be infused in
design, execution, oversight.
Shaping an ethical future for AI in
workplace
AI will bring new levers of success
including collaboration capabilities,
information sharing, decision-making
effectiveness and experimentation, learning.
Businesses that want to remain competitive
must adopt these levers. However, if the
application of AI in the workplace is to
benefit people, it needs to be deployed in a
human-first way that places the rights of
individual employee center.
Central to this goal is ensuring that we use
AI for good purpose , and not for bad. We
know that AI is biased, and we know that
people are biased. Any application of a
technology that ignores the flaws of both
machine and human will be inherently
flawed. But there is also much good that can
be achieved through AI, and these
applications should be embraced. AI is
excellent at pointing out when humans are
unconsciously being biased, for example,
and that knowledge allows us to correct our
actions. Using AI in this way will help us
humans become better at our job and treat
employee more fairly.
Conclusion
There are many more reflections to make,
but this paper is already too long. So I will
here conclude. Artificial intelligence, like
any other technology, will just give us more
of what we already want. Whereas we could
once have only a trickle of what we wanted
out of life, and the powerful took what little
there was, now we have a firehose of wants
being The firehose will become a deluge
washing away our desires and leaving just
what, exactly, of us behind? What skeleton
of humanity will remain when technology
has given us, or perhaps distorted or
replaced, all our fleshly desires. What will
this skeleton of humanity be made of? Will
our technological flesh truly satisfy us, or
just leave us in a deeper existential malaise,
filled with angst, despair, and dread. What
will we want, when we want of nothing.
What of human nature will remain once our
every worldly is fulfilled? Perhaps only the
worst of us will remain.