But Rogers counterpart says employers must understand where data weaknesses exist
The rise of automation has long sparked fears that concerns across industries, with many fearing that technology will replace essential job functions or even entire jobs, including those in HR.
Yet, at IBM, a multinational tech company, insists automation is proving to be a catalyst for enhancing, not eliminating, the human element of HR. By automating employee performance assessments and, therefore, its internal promotion process with AI-powered tools, IBM said it has reclaimed 50,000 manager hours globally—time that can now be reinvested into strategic initiatives and client-focused activities.
“If you think about what that translates into from a revenue perspective, or time back to your clients, those are game- changers,” said Tammy Kelly, director of Human Resources at IBM Canada.
Kelly highlighted this approach at the HR Leaders Summit in Toronto in November 13, emphasizing how IBM is leveraging technology to make HR more efficient and impactful.
IBM’s automation of the promotion process isn’t the only area IBM has enhanced, in fact, the entire HR department leans heavily on data and analytics. This hasn't just streamlined operations but has also empowered managers by putting actionable data directly in their hands, reshaping how HR interacts with and supports IBM’s broader business goals.
This is reflective of how IBM's strategies ultimately tie into the greater evolution of the HR industry, with adapting to emerging technologies like AI and data analytics requiring significant upskilling for HR employees.
“We knew at IBM and HR that we had a huge skills gap with AI and analytics,” Kelly said. “Instead of HR just being a cost centre, how do you help drive revenue or increase productivity, which helps drive revenue?”
IBM is a clear example of how AI has already transformed the workforce by automating routine tasks, enhancing decision-making and reshaping job roles. But what is the most effective use of automation in HR departments?
On a broad scale, automation significantly reduces overhead costs by streamlining labour-intensive processes and freeing HR teams to focus on strategic initiatives. By automating routine tasks, HR teams boost productivity, enabling them to allocate resources more effectively.
Here are the top areas/functions where HR leaders can save money by leveraging automation:
However, it is key to note that the automation of HR functions does create an increased need for ensuring data accuracy, which Kelly believes is critical for ultimately driving business outcomes.
“I think it's really critical to focus on the accuracy of the data, so as you're starting out on this journey of automation and data analytics, really ground yourself in some AI data and strategy principles: ‘How are you going to govern what you use the data for and the reliability of it?’” Kelly said.
“Really think, as a business, about these principles and how you will communicate what the data is being used for in your organization. And I think that will go a long way with employees and leaders in terms of leveraging the data and getting support to use the data to help drive business outcomes.”
Where do data weaknesses exist?
Speaking alongside Kelly, Matthew Murphy, director of data science and HR planning at Rogers, acknowledged the importance of not only ensuring data accuracy but understanding where weaknesses exist.
“One of the things to work on from a data influence perspective is understanding the data processes, where the weaknesses exist, and then how you can try and close those gaps,” Murphy said. “The more gaps you can close, the cleaner your data is, and the more you can impact security and governance.”
This is why it is essential to have a disciplined approach to data management: It's not just about the numbers or the processes, it's about building a system that can be trusted and used effectively, Murphy said. This ensures that dashboards, reports, and user interfaces work as they should. He described this diligence as “keeping your own shop tidy,” a vital practice for maintaining both client trust and internal efficiency.
“We have standard operating procedures, we have controls, we have internal defensive audits and queries that we run to ensure that the data we expect to land in our system has landed as we expected to,” he said.
Ultimately, Murphy acknowledges the benefits of automation but emphasizes the need for a strategy that hinges on enabling end users to be self-sufficient. By providing clear definitions, robust policies, and reliable data, teams can focus on solving problems rather than chasing clarity. This dual focus on ethics and comprehensiveness positions organizations to navigate complex challenges effectively.
“It’s about having policies, procedures in place that are strong, ethical audits and ensure that you know you’re taking a qualitative and quantitative data approach instead of a single-dimensional approach to information,” he said.
