Jess Elmquist, Chief Human Resources Officer & Chief Evangelist, Phenom.
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Right now, chief human resources officers are being challenged by the board of directors or the chief executive officer to come up with a strategic plan for dealing with artificial intelligence (AI) in the workplace. Considering nearly everything about AI will impact human capital in some way at some time, it makes sense for HR professionals to take the lead with this transformation.
Creating a change model is step one for any organization contemplating a new direction. But that initial step is often the hardest part. Here are practical steps leaders should consider when contemplating the introduction of a new path for the business.
You can't eat it all.
AI is just another example of companies needing to do something that will have a profound impact on culture. The question is whether organizations are prepared for the change that’s about to come and the discomfort it will likely bring. If past is prologue, leaders aren't well equipped to handle it.
Executives as a whole are used to having certainty as a benchmark for keeping their jobs and remaining figures of influence in the industry. As a result, they're not comfortable living in this new world of unpredictability. So they may overcorrect and try to do too much. It’s like they're walking down the buffet line and loading their plates with a portion of everything. They can’t possibly consume it all!
This can especially affect HR leaders, who help guide internal transformation. So just like with any other standard operating procedure, they need to establish a consistent, practiced model for change that can be utilized at a moment's notice. After all, a moment is all we have in an ever-changing global environment. Having an established change model will allow leaders and teams to flex and move quickly as needed. That way, the buffet of options becomes far less appetizing.
Build a road map toward change.
Whether your organization is looking to integrate AI or anything else that impacts your organization, consider these three factors for building an effective change model.
The fulcrum is your culture.
Change requires aspiring and transformational leaders who can balance the demands of agility, stability, innovation and creativity. Without a positive culture, a good change model and aspiring leaders—or at least one out of the three—your organization will lose the ability to tip the scales in its favor.
Slow down.
People make the mistake of getting used to busywork and become numb to it. But when you're chasing a dozen different priorities simultaneously, you don’t get anything done. I knew someone who did a six-month interim stint as a CHRO, and he couldn't accomplish anything. Stuff was flying at him from every direction, and the role's temporary nature meant his mandate was just to roll with the organization's priorities, not change them.
When a company is committed to a continuous change mindset, there'll be a new perspective on setting priorities. Encourage leaders to focus on the most important work first and ensure they truly understand how to build a full plan to successfully implement with the company. Doing a lot quickly can feel good to a worried exec, but the outcome may be weak at best. So a continuous change mindset will require a "go slow to go fast" approach that supports real change and improvement in the business.
Stop talking, and start teaching.
Instead of just discussing change management, actually teach your people how to do it. Delegate some of the priorities you’ve stepped back from, put your team through the process and provide the right time and tempo. If faster is the only goal, your organization will find it quite difficult to allow people to go on an effective change journey. Think of the way innovative companies like Tesla or Amazon operate. Leaders embrace agility and then empower everyone in the organization to follow suit. With the right systems, structures and concepts, your organization can take on change with ease.
The hand that rocks the cradle rules the world.
The biggest barrier to innovation as I see it, whether it's adopting AI technologies or any other new transformation, is a fear of taking risks. But it's time for CHROs and other HR leaders to get our hands dirty. Our department drives the culture, which means that our organizations' change journey starts with us. And change is coming for our organizations now—ready or not.
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