Regulations are long overdue to address AI’s growing role in human capital. At present, few AI-powered tools for recruitment and selection are fully explainable and interpretable or can prove they do not disadvantage a minority group. The scope should include auditing all recruitment-related software starting with applicant tracking systems and job sites for systematic bias. The truth is that the process was deeply flawed prior to the advent of AI, filtering out semi qualified workers, most notably women, minorities and military veterans and exacerbating historic labor shortages. Upgrading human resource departments in travel and hospitality to become sufficiently technology literate should be the highest training priority. New regulations should force HR software firms to be transparent about their data practices and provide operators the ability to use artificial intelligence to engineer their own talent marketplaces and reduce their dependence on third party human capital software intermediaries.
It’s time for executives in the travel and hospitality industry – which accounts for 300 million global employees that represent 10% of the global workforce – to demonstrate to its consumers that it can self-regulate itself. By creating global standards and a transparent process for Responsible AI, executives in travel and hospitality can limit existential business risks and ensure new technologies make a positive impact on the future of humanity.
About the Book
Regulations are long overdue to address AI’s growing role in human capital. At present, few AI-powered tools for recruitment and selection are fully explainable and interpretable or can prove they do not disadvantage a minority group. The scope should include auditing all recruitment-related software starting with applicant tracking systems and job sites for systematic bias. The truth is that the process was deeply flawed prior to the advent of AI, filtering out semi qualified workers, most notably women, minorities and military veterans and exacerbating historic labor shortages. Upgrading human resource departments in travel and hospitality to become sufficiently technology literate should be the highest training priority. New regulations should force HR software firms to be transparent about their data practices and provide operators the ability to use artificial intelligence to engineer their own talent marketplaces and reduce their dependence on third party human capital software intermediaries.
It’s time for executives in the travel and hospitality industry – which accounts for 300 million global employees that represent 10% of the global workforce – to demonstrate to its consumers that it can self-regulate itself. By creating global standards and a transparent process for Responsible AI, executives in travel and hospitality can limit existential business risks and ensure new technologies make a positive impact on the future of humanity.