Leading Voices
will also be able to leverage what types of questions are being asked and by which types of individuals: what questions are coming from women versus men, what age demographics ask particular questions, etc. Executives can also begin to build
a dashboard to understand policy gaps based on questions that are being asked. With this real-time data, they will have a much better understanding of how to onboard and directly support new employees. By understanding where key gaps are and providing around-the-clock feedback on employee perspectives and feedback, executives can take an employee from a marginal state of productivity to a high-performing state— all via artificial delivery. Applying a Diversity Continuum Philosophy Along with different considerations
for gathering diversity feedback, executives must also consider what kind of data they are receiving and using. Thought and idea generation should be at the core of understanding and measuring diversity, independent of ethnicity and gender. Beyond those two demographics, executives should value the importance of gleaning innovation from the employee base and should recognize that diverse opinions more strongly drive a strategy toward a conclusion or an executable, actionable plan.
In context, a group of homogeneous
genders and ethnicities will still provide differences of opinions and perspectives. The next-generation value proposition for diversity will suggest that, in the aforementioned group, there is nothing that will guarantee the group members will agree on the same ideology or arrive at the same conclusion. This presents the foundation of true diversity: diversity of thinking independent of group placements such as gender and ethnicity. Adding another gender to that same
group will introduce a richer field of opportunity for diversity by factoring in life experiences that are completely different. Executives will now have the ability to measure what it means to have a diverse gender-based team or diverse gender-based perspective. Incorporating ethnicity in the group increases the number of perspectives and life experiences that can be presented,
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thus increasing the number of possible perspectives and innovative thoughts that could potentially come out of the group discussions. The culmination could be such a rich, addressable opportunity where innovation, problem solving, workforce efficiency, and productivity begin to marry directly to diversity of thought. After a comparative analysis of the
diversity of thoughts, the inevitable conclusion and understanding from the executive level should clearly reveal that diversity is not simply about minority participation. It is about capitalizing talent to the greatest level of high- performing employees so that executives and managers can address their golden- market strategies in ways that can be more deliberately executed. And they can take advantage of that through internal AI technologies in ways they never could before because doing so previously required meetings with HR to gather external cultural analysis. Transparency as a Win–Win The nature of this approach
undoubtedly poses several real questions that need to be addressed: Will this type of approach to diversity open employees up to more discrimination, and will it allow the company to measure them in unfair ways? How can they trust this process and be assured that proper, ethical measures will be implemented when using the thoughts and actions that they will be providing? Is there a privacy policy that is disrupted or put at risk, and how can employees secure the data being generated against their actions? There are two things to note
regarding these questions. First, companies that are in highly regulated industries are already watching emails and monitoring data compliance. They are obligated to do so by federal laws that mandate analyses of what is being communicated and how it is being delivered.
The second key to note is the
requirement within this approach to provide transparency and deliver privacy to employees at all times. Because transparency is not guaranteed with the traditional performance review systems used in most organizations, this strategy will ultimately impact traditional performance management
and performance reviews for the better. Performance reviews can be subjective to the point-scoring perspectives of managers, making it difficult to put quantitative data against the traditional point-scoring performance system. Through the proposed AI-assisted, open dashboard management system, personality conflicts can be countered with emails and work products that provide proof of objectives being delivered on time and in a satisfactory manner, if indeed they were. The transparent performance review
system that collects quantifiable ideas and information allows users access to their own dashboard at any time. They will be able to see for themselves how gathered data fares against company policies as well as performance expectations and role responsibilities set by HR. The complete process not only provides a fair and transparent system that delivers the insights executive teams need but it also provides insight that the employee needs to move from one performing level to the next and to receive specific, goal-driven feedback before the end of the performance review period. This is an extremely powerful tool and process that drives productivity versus traditional methods that have the potential to threaten or intimidate the employee team. Equitable accountability will allow employees to trust the process more from beginning to end because discussions and performance review processes will finally center around data, not perspectives. Artificial intelligence is not
“the future”; it is being utilized now, although not in ways that fully maximize opportunities for professional organizations. Companies that incorporate AI and virtual technologies will introduce high-performance development to employees without having to overextend themselves and their costs by hiring individuals to shorten the ratio from HR to employees. Not only that but companies that wisely embrace these types of technologies to extend their HR capabilities and services to their employees are going to be better positioned to leverage more productivity, innovation, and diversity insights than companies that continue to approach HR from a traditional standpoint. S
WINTER 2017 I USBE&IT 79
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