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Harness the Potential of Generative AI in HR

Focus HR resources to maximize HR capabilities and support the organization through technological disruption.

  • Organizations do not know how to optimize generative AI tools and products (e.g. chatbots) or manage their use.
  • There are significant risks, biases, and inaccuracies in generative AI use, and employees lack the skills and competencies needed to maximize the benefits of this technology while minimizing the risks.
  • The technology is changing rapidly; new and updated products and solutions are becoming available constantly.

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Our Advice

Critical Insight

Advancements in generative AI technology are fundamentally changing how organizations approach and conduct work. HR is an integral partner as organizations adapt to new ways of working by supporting the development of skills needed to leverage this evolving technology and empowering employees to embrace the opportunities presented by changes in their roles.

Impact and Result

HR is a key partner in supporting the evaluation and implementation of generative AI throughout the organization. By defining and piloting use cases within the HR function, HR leaders can build the organization’s capability to maximize the benefits of this technology and empower employees to effectively leverage the available tools.

Harness the Potential of Generative AI in HR Research & Tools

1. Define generative AI use cases in HR

Identify key players, evaluate organizational and HR strategy, conduct a swot analysis, gather feedback, and prioritize HR capabilities to determine application for generative AI use cases in HR.

Harness the Potential of Generative AI in HR Storyboard
Harness the Potential of Generative AI in HR Executive Briefing
Generative AI Workbook
Standard SWOT Analysis Template
AI in HR Primer & Use Cases Catalog
Case Study: AI in HR Use Cases

2. Pilot and launch generative AI use cases

Create guidelines for generative AI use in HR, pilot the generative AI use case, and identify the skills, knowledge, and behaviors needed to optimize generative AI.

Standard Focus Group Guide
HR Metrics Library
Key Skills for Generative AI Infographic

3. Support the organization in implementing generative AI

Develop a policy on the acceptable use of generative AI, conduct a risk assessment across the organization, empower employees to leverage generative AI, and conduct workforce planning to anticipate future needs.

Acceptable Use of Generative AI Policy Template
Internal Communications Guide Template
Think Critically to Elevate Your Approach to Generative AI – Guide
Write Effective Generative AI Prompts – Guide

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Get the help you need in this 3-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Define generative AI use cases in HR
  • Call 1: Discuss organizational and HR strategy to inform the purpose and guiding principles for generative AI.
  • Call 2: Conduct a SWOT analysis and gather feedback from employees for generative AI use cases in HR.
  • Call 3: Prioritize HR capabilities and determine application for use cases.

Guided Implementation 2: Pilot and launch generative AI use cases
  • Call 1: Identify guidelines for generative AI use in HR use cases.
  • Call 2: Discuss the launch of the generative AI use case pilot.
  • Call 3: Determine the skills, knowledge, and behaviors needed to optimize generative AI.

Guided Implementation 3: Support the organization in implementing generative AI
  • Call 1: Discuss the terms of the policy for acceptable use of generative AI and conduct a risk assessment for use cases across the organization.
  • Call 2: Discuss how to empower employees to leverage generative AI.
  • Call 3: Review workforce planning process to anticipate future needs.

Contributors

  • Glen Cathey, SVP, Consulting Principal Talent & Digital Strategy, Randstad
  • Sarah Lebovitz, Assistant Professor, University of Virginia
  • Steven Miller, Founding Dean, Professor, Consultant, Singapore Management University
  • Todd Mitchem, EVP Learning & Development, AMP Learning and Development
  • Mark Oehlert, Formerly of Unity and Amazon
  • Ugo Orsi, Chief Customer Officer, Digitate
  • Tim Sacket, President, HRU Technical Resources
  • Irina Sedenko, Director Research & Advisory Data Science, Info-Tech Research Group
  • Priya Tahiliani, Specialist HR Technology, NOVA Chemicals
  • Bill Wong, Principal Research Director AI and Data Analytics, Info-Tech Research Group

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