HR Leaders Priorities for 2024
Recently I participated in our company’s Change Leadership Community of Practice (CoP) bi-monthly session where we were reviewing and discussing the organizational change management trends for 2024. We reviewed several external sources as well as our own internal experiences. It was very informative and helpful to see the commonalities across clients, industries, and external sources like Gartner. The image is from Gartner and shows the Top 5 Priorities for HR Leaders in 2024. One of the reasons we wanted to bring this into our discussion was from an organizational change perspective. Over the years, I've seen the focus on organizational change and organizational change management be a concern for HR. Companies might centralize some things from an organizational change perspective for the organization as a function of HR and then may swing to distributing it among the business and then swing to centralize under operations or another function. Lately, I have not seen organizational change management being led by HR, but these top priorities are an indicator that it is on the minds of HR leaders. This makes sense to me because of all the changes that are going on today and the impact to people in the company in general. The complexity level and scale of change that's occurring needs to be a focus as it is tied to concerns like talent acquisition, talent retention, and upskilling talent.What are the top questions for leaders that they should answer about AI use in their companies?
As AI continues to reshape industries, leaders across all departments need to carefully consider its implications. Here are some top questions they should answer: Strategic Impact: How will AI disrupt our industry and target market?Assess how competition is using AI,what products might become obsolete,and what new opportunities could emerge. Which areas of our business offer the highest potential for AI integration?Prioritize use cases like automating tasks,optimizing processes,or enhancing decision-making based on data analysis. What is our ethical framework for using AI?Define standards for responsible development,use,and data privacy to avoid potential harms. Implementation and Talent: What skills and resources do we need to integrate AI effectively?Evaluate current capabilities,identify any gaps,and plan for upskilling or hiring AI specialists. How will AI impact our workforce?Proactively address concerns about job displacement and equip employees to work alongside AI tools. What data governance processes do we need to ensure responsible AI use?Establish systems for data collection,storage,and access to prevent bias and maintain data security. Risk Management and Governance: What are the potential risks and limitations of using AI in our specific context?Consider areas like bias in algorithms, ability to explain decisions,and cybersecurity vulnerabilities. How will we monitor and evaluate the performance of our AI systems?Develop metrics and procedures to track progress,identify issues,and optimize outcomes. Who is responsible for overseeing AI projects and making key decisions?Define clear roles and accountability structures within the organization. Additionally: How will AI affect customer experience and interactions?Explore how AI can personalize communication,optimize marketing,or handle customer inquiries. How will AI change our internal communications and decision-making processes?Consider how AI can improve collaboration,data sharing,and strategic planning. How will we maintain transparency and build trust with stakeholders about our AI use?Communicate goals,address concerns,and demonstrate responsible implementation. Remember, these are just starting points. Leaders should tailor these questions to their specific industry, company goals, and risk tolerance. The key is to approach AI with strategic foresight, careful consideration, and a commitment to responsible implementation with a keen focus on how it will impact people.
