This in-depth Q&A uncovers insights from the American Management Association (AMA), a global authority in professional development that has shaped the future of business leadership for over a century. Recognized for providing innovative solutions to complex business challenges, AMA has been a trusted partner for Fortune 500 and 92% of Fortune 1000 companies, offering tailored learning programs that empower professionals and organizations to achieve their strategic goals.
Barbara Zung, Senior Vice President and Chief Human Resources Officer at AMA, brings her expertise to this discussion, addressing critical issues at the intersection of workforce development and innovation. Drawing from AMA’s extensive research, this Q&A examines strategies for integrating artificial intelligence (AI) into organizational practices, fostering inclusivity in hybrid work environments, and building leadership capabilities that support diverse and equitable workplaces.
The conversation explores actionable approaches for HR professionals, including mitigating AI bias in hiring processes, designing hybrid work policies that promote fairness, and implementing governance frameworks to ensure transparency and accountability in AI-driven decision-making. These insights are designed to help organizations navigate evolving workforce challenges while maintaining a focus on employee engagement and development.
This feature provides valuable perspectives for HR leaders seeking to align emerging technologies with workforce strategies, creating workplaces that are both innovative and inclusive.
AMA’s research shows that only 17% of companies have an AI strategy. What specific steps can HR take to help organizations develop a comprehensive AI strategy that aligns with workforce development, ensuring that employees are prepared for AI integration without feeling left behind?
To help organizations develop a comprehensive AI strategy that aligns with workforce development, HR can play a pivotal role in ensuring that employees are prepared for AI integration without feeling excluded or left behind. First, a successful AI strategy must align closely with the company’s overall strategic plan, as this alignment ensures that AI initiatives contribute meaningfully to broader organizational goals. To start, HR should collaborate with functional managers to pinpoint specific strategic goals within each department, helping managers clarify how AI could advance their objectives. This involves supporting managers in understanding the AI landscape within their areas of responsibility, which HR can facilitate by coordinating training sessions, often in partnership with IT, to familiarize managers with potential AI applications relevant to their functions.
Following this foundational training, managers, alongside IT experts, can assess and identify specific AI tools that will enhance productivity within their teams. With this input, an AI Officer (if applicable) can then consolidate and prioritize these AI initiatives across departments to craft a unified AI strategy that integrates with the organization’s strategic plan. HR’s role doesn’t end with strategy development; it is also critical in preparing managers and employees for the organizational changes that come with AI integration. HR should provide both targeted training on AI tools and robust change management support, helping managers learn how to implement AI-driven improvements and guiding employees through the transition.
By carefully orchestrating the change management process, HR can ensure employees feel engaged, supported, and empowered to adapt to new technologies rather than feeling overwhelmed. This strategic involvement of HR not only fosters smoother AI adoption but also strengthens employee commitment, helping the organization maximize the value of its AI investment.
AMA’s research points to gaps in AI governance, with only 15% of companies implementing oversight. How can HR professionals implement AI governance frameworks to prevent bias in AI-driven hiring tools and ensure fair recruitment practices for diverse candidates?
To prevent bias in AI-driven hiring tools and foster fair recruitment practices, HR professionals can implement governance frameworks that address the risks inherent in AI algorithms while ensuring recruitment processes remain inclusive. Historically, AI has played a role in recruitment by streamlining the initial stages of candidate selection. For instance, applicant tracking systems (ATS) were developed to help recruiters manage large volumes of applications by using algorithms to filter candidates based on objective criteria. This automation has been essential in handling the sheer volume of mass resume submissions, which often include many unqualified candidates. ATS software objectively filters candidates by searching for relevant keywords and criteria, helping to reduce subjective biases that may arise during manual review. Nevertheless, while these algorithms can assist in narrowing down candidates, the ultimate responsibility for fair and inclusive hiring decisions still rests with HR and hiring managers.
Another example of AI’s role in objective filtering is LinkedIn Recruiter, which allows HR professionals to set specific search parameters. The platform then delivers a candidate pool based on this pre-established objective framework, promoting a consistent approach to candidate sourcing. However, while these tools enhance efficiency, they can inadvertently carry biases if not monitored or calibrated carefully.
AMA’s findings highlight concerns around AI decision-making. How can HR work with IT and legal teams to develop AI governance policies that not only reduce bias but also maintain transparency and accountability in AI-driven decisions related to promotions, performance management, and recruitment?
To improve accountability in AI-driven decision-making, HR can work closely with IT and legal teams to establish governance policies that ensure transparency, reduce bias, and maintain fairness in areas such as promotions, performance management, and recruitment. The first step involves HR and IT collaboratively identifying and validating AI tools designed for these functions. This validation process is essential to ensure that the selected tools use algorithms responsibly and can produce objective initial assessments of employees or candidates. However, while these algorithms can provide valuable insights and a preliminary level of objectivity, final decision-making responsibility must remain with HR professionals, as human oversight is critical in any initiative related to human capital.
AMA’s research suggests that hybrid work could impact advancement, especially for women. How can HR professionals revise hybrid work policies to ensure they are fair, inclusive, and promote equitable career advancement opportunities for all employees?
During COVID, when hybrid work became widespread, data revealed a trend of “proximity promotions”—employees physically present in the office received more visibility and, therefore, potentially more opportunities for advancement. As more employees return to the office, those working remotely may feel overlooked. This challenge affects employees across all demographics, but women, who may have taken on additional caregiving or family responsibilities during the pandemic, are often disproportionately impacted.
To further support equitable access to advancement opportunities, HR should encourage managers to schedule regular check-ins with remote employees to ensure they have equal access to projects, feedback, and mentorship. Additionally, creating formalized development programs that allow employees to “opt-in” for leadership and stretch assignments can help level the playing field for those who may not be physically present.
HR should provide tools and training to help all employees showcase their accomplishments effectively, reinforcing that promotion and advancement are based on contribution and results. By fostering a culture of inclusivity and transparency, HR can create a work environment where every employee has equal opportunities to “stand out” and advance in their careers.
AMA’s research highlights gaps in management styles—and how to flex one’s style. How can HR professionals promote development programs that focus on inclusivity, ensuring managers are equipped to engage and retain a diverse workforce across hybrid and in-office teams?
HR can start by designing training that builds awareness of unconscious biases and teaches skills to foster inclusion across all team structures. This includes training managers on how to lead diverse, hybrid teams effectively, promoting fairness in career opportunities, and understanding the unique challenges that remote and in-office employees may face. By creating awareness and addressing biases, HR helps managers recognize the importance of ensuring equal access to resources, feedback, and growth opportunities for all team members, regardless of their physical work location.
HR should also focus on practical tools and strategies that support managers in building stronger connections with their team members. Training in active listening, empathy, and clear, inclusive communication can help leaders create trust within their teams. For hybrid teams, managers should be encouraged to maintain consistent communication channels, set clear expectations, and ensure regular touchpoints with each team member. This way, remote employees remain visible and engaged, and managers stay attuned to the unique strengths and contributions of everyone, fostering a more inclusive environment.
Ultimately, by embedding inclusivity into management development, HR professionals enable managers to create a workplace where all employees feel valued and have equitable opportunities to thrive. This approach not only enhances engagement but also cultivates a resilient, loyal, and high-performing workforce.
Driving Success with AMA Insights
The American Management Association (AMA) has been at the forefront of redefining how business professionals think and work for more than 100 years, providing unparalleled development solutions that empower professionals to tackle business challenges with confidence and achieve exceptional performance.
If you found this article as insightful as we did and want to learn more about AMA and their quarterly research, you can visit their website or download directly their reports on Artificial Intelligence, Hybrid Work and Career Advancement and Creating an Engaged and Equitable Workforce. You can also follow AMA on LinkedIn, Facebook, Instagram, or X.
