Using AI and automation responsibly

Technologies like artificial intelligence (AI) and automation are ever-evolving and impacting many aspects of business and the future of work. Catalyst convened three talent and culture professionals to discuss how their companies are using these technologies responsibly and ethically, and how they’re mitigating the risk that these advances could widen the opportunity gap in their workforces. Here are two key takeaways from their conversation.

Root AI strategy in talent strategy 

As business leaders continue to grapple with the potential versus the risks of AI and automation, a primary concern about AI is that it can amplify the biases of its creators. How can companies combat this? “CEOs coming together in a community of practice is one way,” Karlyn Percil-Mercieca, Founder & CEO, KDPM Equity Institute said. She also suggested partnering with research organizations to explore options for training and using AI in an egalitarian way.

Percil-Mercieca recommended that leaders create communities of practice with other leaders (for example, through Catalyst)—keeping in mind that they shouldn’t only choose partners who look like them. Organizations must also maintain fairness-based considerations in decision-making, coaching, and leadership practices. “AI strategy needs to be rooted in DEI strategy, otherwise you’re not doing it right,” she said.

Abhishek Sarathy, AVP, Diversity, Inclusion & Belonging, Canadian Tire Corporation, stressed the importance of the AI and people and culture teams working alongside each other to train tech workers about bias. He suggested getting people from ERGs, which are often race- and ethnicity-based, involved in this process. As he pointed out, it’s important to include people who face systemic barriers in the conversation to avoid repeating past mistakes.

Introduce automation with communication and upskilling 

Automation is another critical workplace concern. Christianna Scott, Director of Diversity, Equity, and Inclusion, Air Canada pointed out that there’s an overrepresentation of racialized individuals among roles affected by automation, “and then it’s a bit of a double whammy because among the decision-makers … there’s an underrepresentation of racialized individuals.” Therefore, it’s essential to educate leadership and foster open discussion, followed by action.

For example, when airlines adopted kiosks, they needed fewer customer service representatives. Scott explained that there was a provision in the collective agreement that addressed technological change, stipulated communication with the workforce, and required that the airline equip employees with new skills. This assisted in alleviating workers’ fears of change and helped the transition go more smoothly. In Scott’s view, it’s critical to embed provisions like these in collective agreements to ensure that automation happens smoothly and openly.

These are insights from the conference session “Race and the Future of Work: Charting the Path Forward,” at Catalyst Honours in Toronto on 7 October 2024. Want to attend this year’s event? Sign up now and we’ll notify you when registration opens.