For AI to positively revolutionise the workplace, we need to be more discerning and curious about its use
In a recent discussion which I had with business leaders, I explained why I thought AI had the potential to have both the greatest or worst impact on equity, diversity and inclusion (EDI) within the workplace, and that as things stands it looks as if the latter will triumph over the former! I have reached this conclusion based on the below observations:
Blind faith
There appears to be an emerging mantra that AI by its very nature is inherently better from an EDI perspective because it removes human subjectivity and bias and is therefore neutral (neutrality assumption). This perspective, as well as being incorrect, is hugely problematic in that the general curiosity which good process owners would normally bring to their decision-making is being suspended due to their ‘blind faith’ in AI. There is often insufficient recognition that AI relies on human input source data that is frequently, usually not global or genuinely diverse. Additionally, the lack of diversity within the AI sector workforce – 2023 Workforce Tech Surveys indicate that 80% are men and only around 12% are non-European/non-white – is leading to homogeneity of AI development, which is largely being ignored because of the excitement and adoration surrounding AI.
Consolidating bias
There is a real risk that just as with some ‘intelligence tests’, AI will inevitably at best consolidate existing bias and/or at worst amplify bias because of the ‘neutrality assumption’ and the removal or watering down of existing EDI oversight.
All or nothing approach
The emerging position appears to be one in which organisations are increasingly being seduced by AI and are adopting a kind of ‘all or nothing’ approach based disproportionately on AI market advances rather than the alignment of AI to their Strategic and Operational Strategy and Plan. This is resulting in inadequate consideration being given to the actual benefits and risks of AI for an organisation. McKinsey & Company Report (2023) indicated that over 70% of companies were investing in AI, however most of these companies did not have a formalised AI strategy.
Omission of EDI
Because of AI’s ‘neutrality assumptions’, very little input is being sought from those providing EDI thought leadership within their organisations. Consequently, EDI organisation leaders are generally not able to influence organisational thinking early enough. Instead, they have found themselves trying to mitigate the negative impacts of the use of AI when it comes to, for example, policy writing and workforce development. The challenge for organisations is to prevent the ‘neutrality assumption’ from taking hold within the consciousness of leaders and being really strategic regarding the use of AI. It is also important to recognise that the full potential benefits of AI, I believe, can only be achieved if it is aligned to an organisation’s EDI Strategy.
I am not an AI sceptic – I do believe that AI has the potential to positively revolutionise the workplace from an EDI perspective if we become more discerning and curious about its use. My concern is that the consumers of AI are exerting very little influence over AI’s evolution, which is reflected in the one-sided nature of the relationships which organisations have with the AI sector.
Earle Wilkes, Director, Equity Matters Ltd
