The last module of "The People Analytics Journey" – the introductory course for HR professionals that I taught in Tel Aviv – was dedicated to the future of People Analytics. We discuss the question – Will People Analysts always be human?, and I offered some practice guideline in Procurement and Ethics. As HR practitioners still lag in their understanding of analytics and AI, I think that this module illustrated the path needed to close the gap, without the math and the coding, of course. In part 1 of the article AI for HR – Five themes that you must understand, I emphasized that the realm of work changes, as every stage of the employee lifecycle is affected by AI. To face the difficulties that we encounter, I called HR leaders to start by understanding five themes: 1) What AI is – or isn't?

There is a severe knowledge gap. Business leaders' and HR practitioners' quantitative abilities are based on the descriptive or inferential statistics that we all learned. Machine learning is entirely different. To understand it and evaluate it to the level of dealing with potential risks, let alone algorithm auditing, a systematic approach and a practical methodology is needed. Part of my continuous learning, collaboration, and contribution, which hopefully lead to an articulation of a solution for evaluating the Ethics of workforce AI, is a comprehensive resource list that will be updated monthly.