The debate over artificial intelligence's role in HR--from recruiting to workforce planning to performance--has become moot: There's no doubt that AI has arrived and is expanding rapidly in the HR space. But, not so fast, some experts say. While AI represents a fantastic opportunity to drive HR success (and by extension, bottom-line growth), ethical issues tied to AI represent a potential dark side of these technologies. The good news is, chief HR and people officers can successfully navigate this rapidly changing, growing trend by steering clear of those ethical speed bumps in the first place. They must take a smart, steady, planned approach to circumvent negative outcomes.

This paper offers some suggestions on how governments and businesses can manage the risks, whilst maximising the benefits, posed by Artificial Intelligence (AI) over the course of this century. It begins by outlining the history and present state of the art, summarising predictions made by experts in the field on how it might progress in the coming decades. Following this it provides an overview of the dangers that advanced AI applications may present across a range of industries. In its conclusion the paper provides a summary of the policy recommendations made across these areas. It continues with a discussion of the policy themes that have been developed, followed by some final remarks. Throughout we avoid discussion of the technical details of AI development, but focus on how states and private institutions can increase the likelihood that the social, economic and political impact of advanced AI will be positive.