【重磅发布】推动HR工作中实践负责任AI的倡议书
推动HR工作中实践负责任AI的倡议书
HR同仁们：
目前人工智能（AI）已成为推动工作场所变革的强大力量。从科技向善的初衷，到AI治理模式的探索（OpenAI董事会风波），再到近期欧盟人工智能法案的制定，我们见证了AI的强大能力和对世界可能产生的影响，同时我们也敏锐的观察到AI在工作场所可能带来的挑战与风险。作为人力资源行业的专业人士，我们肩负使命和责任——将AI的潜力转化为增进员工福祉和推动企业发展的实际行动。
面对这一使命和责任，我们 Responsible AI in HR—推动HR工作中实践负责任AI的倡导者（简称RAIHR）—特此发起此倡议。我们呼吁所有的人力资源行业同仁一同参与，共同构建和推广RAIHR的理念，RAIHR框架包含六个关键方面：透明性、公平性、隐私性、安全性、道德性和持续性。我们倡议每一位HR专业人士在其企业内部积极主导RAIHR的实施，并鼓励HR科技产品的开发和使用都围绕这一框架展开，以实现真正的可持续发展！我们更相信RAIHR是所有参与者和倡导者的未来关键竞争优势。
我们将通过聚合行业专家的智慧，讨论并制定并不断迭代更加全面的RAIHR行动指南，支持您在组织内实施负责任的AI决策。我们诚挚邀请您签名支持这一倡议，并作为RAIHR的倡导者，为您的组织引入明智、公正、可持续的AI实践。
让我们一道参与发起RAIHR的倡议，签名后将可以获得倡导者徽章和倡导者证书，并将有机会优先获得RAIHR社区的更多后续支持。
让我们一起行动，塑造一个更加智能和负责任的未来工作场所。立即加入我们，成为变革的一部分。
马上签名，共同倡导负责任的AI在人力资源工作中的应用和实践。
发起倡议的签名地址：https://www.hrtechchina.com/raihr
*RAIHR 由HRTech的Next AI专家委员会倡导成立
Responsible AI in HR（RAIHR）
Responsible AI in HR（RAIHR）是指在HR实践中的AI应用遵循高标准的道德和透明性原则，确保AI决策过程公开、可审查，并且对所有利益相关者公正无偏。
这包括在招聘、员工发展、绩效管理等HR功能中，AI技术的使用既促进了工作效率，也增强了员工的工作体验和满意度。
倡议签名：https://www.hrtechchina.com/raihr
AI: Salesforce正在招聘其首位首席道德和人道使用官员，以确保其人工智能不被用于邪恶
Salesforce将雇用Paula Goldman作为其首位首席道德和人道使用官员。
Goldman将率先成立一个新的道德和人道使用办公室，该办公室致力于制定在公司以道德和人道的方式使用技术的战略。
这一消息是在硅谷抗议公司（包括Salesforce）如何使用其技术的一年中发布的，因为科技工作者正在抗议与美国军方和移民当局的交易。
在关于科技公司如何无益使用人工智能的争议中，Salesforce即将聘请其首位首席道德和人道使用官员。
周一，Salesforce宣布将聘请Paula Goldman领导其新的道德和人道使用办公室，并将于1月7日正式启动。该办公室将专注于制定在Salesforce以道德和人道方式使用技术的战略。
“多年来，我一直钦佩Salesforce作为道德业务的领导者，”Paula Goldman在一份声明中说道，“作为一个行业，我们正处于一个重要的转折点，我很高兴能与这个团队合作制定一条道路向前。”
随着新的道德和人道使用办公室的发展，Salesforce计划将法律，政策和道德合并，以道德的方式开发产品。这一点尤其值得注意，因为Salesforce本身因其与美国海关和边境保护局签订的合同而受到其员工的抨击。
“我们理解，我们对社会负有更广泛的责任，并渴望创造技术，不仅能推动客户的成功，还能推动积极的社会变革，造福人类，”Salesforce的道德与人道使用办公室表示。
Goldman将向首席平等官Tony Prophet汇报工作。
在Salesforce之前，Goldman曾担任Omidyar Network的全球领导，技术和社会解决方案实验室的副总裁，这是一家社交影响投资公司，由eBay创始人Pierre Omidyar创办。
她还曾在Salesforce的道德和人道使用办公室咨询委员会任职，该委员会包括行业专家和学者。该委员会的重点是如何以道德的方式建立技术。
“与Paula一起担任顾问委员会成员，她对于真正复杂问题的出色领导和深思熟虑的方法给我留下了深刻的印象，”Salesforce首席平等官员Tony Prophet在一份声明中感到悲伤。“我相信Paula是引导我们进入Salesforce下一章的合适人选。”
Paula Goldman还是国际妇女博物馆项目Imagining Ourselves的创始人和董事。她曾获得Anita Borg妇女与技术研究所颁发的社会影响奖，以及美国博物馆协会颁发的Muse奖。
然而，她将面临一个艰难的挑战，因为她在硅谷道德的日益阴暗的世界中航行，因为Salesforce本身被吸引到关于使用技术的正确和错误方式的争论中。
Salesforce受到了抨击
在硅谷，员工和活动家继续抗议科技巨头使用人工智能和其他可能用于不道德目的的技术。
例如，在Google，数千名员工签署了一份请愿书 - 有些甚至辞职 - 超过了Project Maven，这是与国防部签订的一份合同，该合同将会看到该公司用于分析无人机镜头的人工智能。
在内部强烈反对之后，谷歌首席执行官桑达皮采出版了一套关于如何使用人工智能的道德原则。谷歌还决定不与国防部续签合同，后来又决定放弃与五角大楼签订价值100亿美元的云合同。尽管如此，谷歌内部和外部仍在争论Project Dragonfly，这是一个为中国构建审查搜索引擎的项目。
这场争论也触及了Salesforce。根据唐纳德特朗普总统的零容忍移民政策，超过650名Salesforce员工致函首席执行官马克贝尼奥夫，以抗议该公司与美国海关与边境保护局的合作。
几周后，科技工作者和活动家在公司旧金山总部Salesforce Tower前展示。此外，为移民提供法律服务的非营利组织拒绝了 Salesforce的25万美元捐款，称除非公司取消合同，否则不能接受这笔钱。
以上由AI翻译完成，仅供参考。
作者：Rosalie Chan
原文来自：Salesforce is hiring its first Chief Ethical and Humane Use officer to make sure its artificial intelligence isn't used for evil
道德
2018年12月13日
道德
如何为人力分析专业人士创造职业道路-How to create career paths for people analytics professionals（续）文/David Green
文章导读
往期回顾：
Geetanjali在2017年9月在费城举行的人力分析与未来工作会议上发言要点回顾：
MERCK&CO.的人力分析团队
这个团队由三支柱组成：咨询、高级分析、报告和数据可视化
创建一个数据驱动的文化：高层领导的支持对于人员分析功能的成功至关重要
在人力分析中创造职业道路：一个能够提供发展和职业发展的组织和领导者，可以成为吸引和留住人才的关键因素。
三“C”模式：Capability-Capacity-Connectivity
今日导读：
领导人员分析团队
问7、在谈到你作为一个人分析领导者的角色时，你会对这个角色的新手或者将来想成为一个人分析负责人的人提出什么建议呢?
分享五个我认为普遍适用的特性，并且对于成为这个领域的有效领导者很重要。
优先考虑：对于人员分析领导者来说，学习如何无情地优先考虑团队将花费时间和精力的项目是至关重要的。
位置: 一个好的领导者知道如何找到合适的机会去重新定位、结合和展示这项工作。这不仅对获得声望和对人员分析的认可很重要，而且对提升团队的士气也很重要。
连接: 当你建立起新的职业联系时，你也开始建立友谊，这是一个支持网络，可以帮助你在这个相当模糊的、新的人力分析空间中导航。
与时俱进：作为一个优秀的人员分析领导者，重要的一点是要跟上外部变化的步伐，并将这种学习带回您的业务中
发展:一个有效的领导者需要投入时间和精力来建立自己的内部和外部网络，并与他们的团队分享他们的进
问8、我观察到的一个挑战是，作为一个人分析的领导者，你必须平衡在内部构建能力的重大挑战，同时关注在外部快速发展的领域。作为一名分析人士的领导者，你如何平衡这两个优先事项，以及你如何了解公司外部发生的事情?
尽可能多地阅读各种不同的出版物(博客、文章、白皮书、书籍)，这些内容让我与人力分析的各个方面：从社会科学到人工智能都保持联系。
此外，与来自不同行业的其他从业者建立联系很有帮助，我通过非正式的和正式的对等网络进行联系。
最后，我试着每年参加一些活动来学习新的东西和认识新的人。
人力分析的未来
问9、你认为人力分析的主要趋势是什么?
我认为人力分析中的一些“热点领域”将在未来继续变得“更热”。
我还认为，随着研究的增长和越来越多的组织对这一领域的投资，网络的力量将得到充分的挖掘和释放。
最后，要实现所有这些类型的分析，最重要的领域之一将是关于数据使用、隐私和人员分析领域的安全性的伦理研究。
问10、我们如何平衡我们能做什么以及我们应该做什么？ 谈谈你对道德和隐私等方面的关注。
过度反应或倾向于采用过于保守的方法，这可能会妨碍人员分析领域的一些重要工作。
话虽如此，与适当的实践专家密切合作，就业法律、隐私法律、伦理、通信、业务合作，和工人委员会合作是一个很好的方式,以确保除了工作的合法性。
另一种从道德角度是预先与内部客户分享你分析的可能结果，并向他们清楚地说明在每个场景中他们将采取什么行动。
在人力分析领域工作类型需要把伦理放在最重要的日程上
英文原文：
LEADING THE PEOPLE ANALYTICS TEAM
7. Turning towards your role as a People Analytics Leader, what would your advice be to someone who is new to this role or who aspires to be a Head of People Analytics in the future?
I think everyone has different strengths and experiences, which means their approach will vary with regards to them proving successful as a people analytics leader. But based on my personal experiences and observations of others, I can share five attributes that I think apply universally and are important to being an effective leader in this space.
Prioritise: Whether you have a small or large people analytics team, it will never be big enough to meet all the demands of your clients, particularly as awareness of the team’s capabilities grow. So, it is critical for the people analytics leader to learn (and teach!) how to relentlessly prioritise the projects on which the team will spend its time and effort. A good rule of thumb is to think about the magnitude of business impact that an analysis has the potential to deliver, or a key relationship that it can help build in the business for future collaborations and sponsorship. Many teams even use formal prioritisation grids to help the process, but ultimately the leader needs to ensure that the criteria used to allocate resources to projects aligns with the vision and mission of the people analytics team (which in turn, should align with the objectives of the enterprise).
It is critical for the people analytics leader to learn (and teach!) how to relentlessly prioritise the projects on which the team will spend its time and effort.
Position: A critical skill for a people analytics leader is the ability to effectively position analyses before the right decision-makers at the right time to maximise positive outcomes and build a strong people analytics brand. This is probably one of, if not the most, important part of being a people analytics leader. On many occasions, brilliant workforce analyses have been underutilised in their original scope, but a good leader knows how to find the right opportunities to repurpose, combine and present this work. This is not only important in gaining prestige and recognition for people analytics, but also for boosting the morale of the team.
Connect: There is a small, but growing, community of people analytics leaders globally who collectively have a spectacular amount of experience and knowledge. Fortunately, this community is inclusive and generous, in terms of sharing their knowledge and connections with others in the field. The group is a great resource to learn about new technologies, techniques, vendors, and also receive tips and tricks that can help a new leader to avoid mistakes and grab the right opportunities. Most importantly, as you build new professional connections you also begin building friendships that are a support network to help you navigate this fairly ambiguous, new(ish) space of people analytics.
Evolve: Since a people analytics leader needs to have some depth in analytical methods, it is always a good idea to read, listen and learn. Thanks to social media there are amazing resources available, many of them free, that any analytics leader can and should leverage to keep oneself updated and evolving. There are some extremely prolific writers (like David Green!) who share both original and curated content on various forums including LinkedIn. Whether you are looking for detailed tutorials on advanced data science methods or want to learn about the latest technological breakthrough and its application to people data, there is a publication, podcast, or video out there on it. Another reason why this mind set of curiosity and awareness is important is because the people analytics space is sensitive primarily due to ethics and privacy reasons; and keeping a handle on that also demands a leader who keeps their eyes and ears open. An important part of being a strong people analytics leader is to keep up with the pace of change externally and bring that learning back to your business.
An important part of being a strong people analytics leader is to keep up with the pace of change externally and bring that learning back to your business
Develop: Last, but certainly not the least, a critical part of being a good people analytics leader is simply being a good leader. This implies being someone who invests in the development of their team. It is of particular importance because it is a space that has attracted a lot of exceptional talent, but still has somewhat limited opportunities for advancement. Therefore, an effective leader needs to invest time and effort in building their own internal and external network; and share it with their teams for their advancement. They should also be committed to actively finding or creating opportunities for their team members to learn new skills and develop themselves as multi-faceted professionals.
An effective leader needs to invest time and effort in building their own internal and external network; and share it with their teams for their advancement
8. One of the challenges I’ve observed in being a people analytics leader is that you have to balance the significant challenge of building capability internally whilst keeping an eye externally on what is a fast-developing field. As a people analytics leader, how do you juggle these two priorities, and how do you keep abreast of what is happening outside the organisation?
I strive to practice the same behaviours that I would advise new people analytics leaders to try. For example, I follow and subscribe to content by certain thought leaders in people analytics and read as many varied publications as possible (blogs, articles, whitepapers, books) which keep me connected to the different aspects of people analytics; from social science to artificial intelligence.
In addition, it really helps to connect with other practitioners in the field from different industries, which I do via both informal and formal peer networks. This helps to broaden one’s worldview, spark new ideas, and offers a forum to ask questions of your peers. Most likely, if you are facing a people analytics quandary, there is a leader out there who has faced it too and would be willing to share their experience.
Finally, there are a plethora of great conference events out there, and the quality and number of these keeps rising every year. I try to participate in at least a few such events every year to learn new things and meet new people.
THE FUTURE OF PEOPLE ANALYTICS
9. What do you believe will be the main trends moving forward in people analytics?
I think that a number of “hot areas” in people analytics will continue to get “hotter” in the future. The idea of employee experience will grow even wider with focus on the end-to-end experience all the way from being a prospective candidate stage to becoming an alumni of the company. This is likely to grow simultaneously with the focus on managing and optimising a new, fluid workforce that may at any one time be full-time and freelance, human and robotic.
I also think that the power of networks will be fully explored and unleashed as research grows and more organisations invest in this space. The applications of network analysis are so varied and relevant, that it should continue to gather steam in the future.
Finally, from my perspective to enable all these types of analyses, one of the most critical areas that will grow in importance will be the study of ethics relating to data use, privacy and security in the space of people analytics.
10. Finally, how do we balance what we can do with what we should do? How concerned are you about areas such as ethics and privacy?
This is a great question, and a difficult one to answer. The frontiers of what is possible are being pushed at a break-neck speed thanks to ever larger datasets being at our disposal faster, and at cheaper cost. And that pace makes it tough to process the implications in real time. In fact, this often leads to an overreaction or the inclination to adopt an overly conservative approach that can hamper some great work in the people analytics space.
That being said, I believe that an extremely important fact to understand about the space we work in is that we should not do something just because it is possible. Besides being legally compliant, the type of work being undertaken in this field needs to put ethics at the very top of the agenda even before beginning work on an analysis. Working closely with the appropriate experts in the practices of employment law, privacy law, ethics, communications, business partners and workers councils is a good way to ensure that besides the legality of the work, its potential impact on people is also being considered through the lens of ethics, privacy, and empathy. Most established organisations have extensive reviews involving these types of stakeholders already in place.
Another way to pressure test the approach from an ethics lens is to share possible outcomes of an analysis with the internal clients beforehand and ask them to articulate what actions they would take in each scenario. Obviously, this method is not possible in every situation, but when applicable it can be a useful “stop and reflect” moment.
The type of work being undertaken in the people analytics field needs to put ethics at the very top of the agenda
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