The technology brings with it a host of legal risks but, used well, it can strengthen trust and build credibility and fairness at work, says Lesley Grant
Artificial intelligence has moved rapidly from experimentation to everyday use within HR teams. Automated CV screening, AI-generated performance metrics and predictive analytics are increasingly shaping decisions that affect people’s careers, pay and job security.
Used well, AI can support better decision making. Used badly, it can expose organisations to discrimination claims, data protection breaches and serious damage to trust.
For HR leaders, the challenge is not simply understanding the technology but ensuring that its use aligns with employment law principles and good people practice.
One of the clearest legal messages emerging from regulators is that AI should not be allowed to make high-stakes employment decisions on its own. Decisions such as hiring, promotion, dismissal and disciplinary action can have a profound impact on individuals’ livelihoods and legal rights. Under UK data protection law, purely automated decision making that has a significant impact on individuals is heavily restricted.
In practice, this means HR teams must ensure that AI outputs are advisory rather than determinative. A meaningful human review must sit between the technology and the final decision, with scope for managers and HR professionals to challenge, override or contextualise AI recommendations. If...
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