GENERATIVE AI IS HERE
mechanism for employers and serve to attract and develop the careers of existing or future talent. In areas where GenAI is not being used in everyday work, companies may be able to create ‘special projects’, mentorships, sandboxes, or other rewarding uses of GenAI. 12. Policies This area of a company’s DNA includes such policy areas as data privacy, employment, data security, physical security and safety, health, technology, DEI, ESG, travel, work location and many others. GenAI will also bring in some additional policy considerations and nuances to existing policy, or the creation of others. GenAI use may require additions or changes in policies such as: Data privacy and security policy: How employee and company data will be collected, used, and protected by GenAI. It should also address issues related to data storage, access, sharing, and deletion. Ethical AI policy: This policy should outline the ethical principles and values that guide the development and use of GenAI in the organization. It will need to address issues
may need to change to match that new reality. Keep in mind that these points are not science fiction but are already here and occurring in many companies. The use of Agile methodologies is a good reference point for changes that are happening. Agile has already presented challenges for some companies, as it can be difficult to assess individual performance. With GenAI, Agile may become even more prevalent, as will proof of concept (PoC) initiatives that move away from traditional approaches to work. Traditional performance management methods will have to change to assess performance in different ways – for example risk taking, being bold, more intentional collaboration to adjust to the realities of working with a technology steeped in innovation and trial and error. GenAI will likely be a catalyst in shaping new performance definitions of what actions and behaviors are valued. To adapt to this digital-infused reality, organizations will need to adjust their performance management approaches or risk extinguishing the experimentation that is inherent in GenAI. For example, implementing much more frequent ‘check-ins’ as a core part of performance management, as well as more intentional coaching and mentoring. Performance management not aligned to changes GenAI brings has the potential to become one of the biggest barriers to the successful use of the technology. 11. Rewards The rewards element of your company’s DNA includes such aspects as compensation, incentives and perks, work-life balance approaches, career development, benefits, and recognition. GenAI’s base capabilities make it especially attractive to address areas of analysis, insights and process redesign for compensation, incentives and perks, work-life balance, benefits, and other rewards areas.
such as bias, fairness, transparency, and accountability.
Recruitment and hiring policy: This policy should outline how GenAI will be used in recruitment and hiring processes, including how data will be collected, analyzed, and used to make decisions about candidate selection and evaluation. Diversity, equity, and inclusion policy: This policy should outline how GenAI will be used to promote diversity, equity, and inclusion in the organization, including how data will be collected, analyzed, and used to identify and address any biases, unintended consequences, or disparities in the talent management process.
Talent participation in GenAI may become a powerful reward
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