Among the most common use cases for generative AI in business are HR processes and learning and development.
It’s true that generative AI offers education many advantages, such as making it immersive, more individualized and more accessible in the time of need. In corporate L&D, generative AI is being used to address skill gaps, personalize learning pathways and even power a new generation of coaches.
Lately, I’ve had a couple of different conversations with learning leaders about the concept of “shiny object” or “shiny toy” syndrome, which is the phenomenon that “new” equates to “better.” It seems like we are less immune to it these days, due to the pace at which technology now advances.
I’m familiar with the pristine sparkle all too well: When our team started experimenting with generative AI last year, I thought it was going to solve all of my title and headline writing problems. The shorter the word count, the more I seem to struggle with it.
But when I asked OpenAI to come up with a few alternative headlines for a Chief Learning Officer article the first time, I was let down by how generic and punchy they were.
Eventually, during my first few weeks of practice, I started getting the hang of using the tool. I became more specific and simple in my prompts, started using stronger keywords and wasn’t afraid to use longer or chain prompts. The alternative headlines it returned were better and malleable enough to turn into something I was pleased with.
OpenAI wasn’t a silver bullet solution. It certainly helped boost my productivity in an area where I struggle, but that doesn’t mean I can easily apply it in other areas of personal or skill development.
Similarly, generative AI isn’t the new Holy Grail of business.
In fact, new research from Cognizant and Oxford Economics reveals that generative AI adoption will “skyrocket” over the next 10 years, and could actually disrupt up to 90 percent of jobs, from the frontline to the C-suite. If AI adoption isn’t managed with care, it could result in hundreds of displaced or disengaged workers.
Corporate L&D is in a perfect position to boost engagement and perhaps even prevent displacement in the first place, and, ironically, generative AI can probably help. I’ve connected with many learning leaders over the past few months who are testing new development initiatives and personalized career pathway programs that are powered by, among other technologies, generative AI.
And luckily, data can start telling us a lot more about how generative AI is being applied. More use cases and piloting of generative AI-powered strategies means there will be more data on the subject for leaders to glean from and use to make important decisions within their own organizations.
What’s more, now that AI adoption is so prevalent across entire business and HR functions, learning companies are beginning to roll out AI courses for both secondary and higher education students as well as adult learners. A quick Google search returns dozens and dozens of courses and certification programs in AI from various learning providers and institutions.
Last week, the Josh Bersin Academy announced a new certification course called “Artificial Intelligence (AI) in HR,” and additional resources in order to support HR leaders and prepare them for the “present and future impacts” of AI.
And, just yesterday, alongside its announcement for its annual Workplace Learning Report, LinkedIn has announced it is offering 250 of its AI literacy courses for free through April 5, 2024.
When it comes to technological adoption, learning always sets the pace. When I speak with learning leaders who have tested or successfully applied AI in learning, I always ask them what their first step was. It usually has something to do with asking important questions first (i.e., what are you trying to achieve or resolve?), performing a needs assessment to identify any gaps or challenges and then defining the scope of the project, all with—you guessed it—sufficient data, the ultimate storytelling tool.
In regards to AI, I believe there is a lot of good fortune in store for learning and development. But it’s important to remember to apply it with care.
