This ‘AI Thing’ in People Management

By Bridget Teddy Opany

At creation, human beings should have been labelled 'Fragile: Handle with care!' This is because people are the most complicated resource to handle or manage. Human Resources, unlike other resources have feelings. They have attitudes, they have opinions, they are reactive, they are...well, for lack of a better word; Special. One academic definition of People management or Human Resources Management is that it is the process of training, motivating and directing employees in order to optimize workplace productivity and promote professional growth. It generally oversees workflow and boosts employee performance every day. However, my own definition however would be that it is the process of handling with care every Human Resource in order to get the best out of them while at the same time striving to make them better than you found them. Artificial intelligence has stormed the global spheres at all levels and HR as a field of work has not been spared. It has been welcomed with fear from the professionals, anticipation, excitement and even resentment. For many, the concern remains, “how do we now compete with this AI thing?” But let’s look at it this way... Think of recruitment, for instance, and how much time it takes to go through the whole process from start to end in a situation where you are faced with numerous applicants, high competition and the urgency to get the job done. Doesn’t this ‘AI thing’ just simplify it all and also eliminate interference that would otherwise compromise the integrity of the process? Learning and Development is another case in point. Think of the investment of time and resources it requires to go from the needs assessment phase to actual implementation of the learning activities and evaluating the same. The surge of AI has offered a range of Learning Management systems that have automated the administration, facilitation, delivery, monitoring and evaluation of these processes in a manner that is hassle –free and faster.

I cannot even get into how payroll administration has been simplified and made as close to error-free as possible. And these are only a few areas of HR Practice. It is important that we learn to work our way around and within the ‘AI thing’ as it is. While most HR Professionals feel like it is here to take our jobs, I personally feel that we should be able to find ways to make it work for us and with us and not against us. To make it make our work easier and more accurate. As we navigate the maze of performance management, cultural nuances, recruitment, skilling, payroll and all other functions of our job, AI can be manipulated for our benefit. Allowing AI to reshape our operating model and help streamline complex administrative processes to enable us achieve operational speed, efficiency and accuracy is the ideal way to go. Where then does the HR Professional come in? In comparison to us humans, does AI have any limitations? Does it leave any space for us at the table or does it plan to take up all the space, leaving us irrelevant in our own game? Of course there is still a lot of space for us to still operate and significantly! Anything artificial will lack human attributes such as feelings of empathy, conviction or any form of sensitivity. This only means that the two have got to work together for more effective and efficient work processes without eliminating what is very important in executing our work as HR professionals; emotional intelligence. The ability to apply a brilliant blend of non-biased decision making, empathy and perfectly moderated sentiments is a monopoly of humankind. Such is required for all functions and activities of HR management but is highly placed as a prerequisite for grievance handling, disciplinary management, conflict resolution, negotiation, team building, and that’s not all. It is also important to keep in mind that nothing beats human judgement in any situation. In whichever facet the use of AI is applied, human judgement is still key in managing what might be automated at all levels. There is no competition here. Just an opportunity to work alongside each other.

How a Manager (at whatever level) is able to manipulate the strengths within their employees to work for the common good while also working with their weaknesses to create an environment that allows for their growth is something that no machine can do.

It is important that we realise the importance of creating space for technology to make us better at what we do. And every manager needs to look out for their staff to ensure that they have access to whatever level of technology is available to make their work easier and faster. Of course, this does not rule out the fact that there are other factors that will aid efficiency of work and boost staff performance, such as a conducive work environment, management styles, work facilitation and others. But I need to lay emphasis on how important it is to manage the use of technology and embracing it as a compatriot and work-colleague; a work-mate that is most likely here to stay and makes things a lot easier than they were for our predecessors in the profession.

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Authors Bio: About Bridgette Opany

She holds a Bachelor's Degree in Development Studies (Makerere University, Kampala), Post graduate Diploma in Human Resources Management(Uganda Management Institute), Masters Degree in Management Studies-Human Resources Management (Uganda Management Institute) and currently pursuing a Certified HR Business Partner qualification.

With 14 years experience managing Human Resources as a Generalist in the Private and Public Sectors as well as both Local and International NGOs with specific in-depth knowledge, skill and practice in the areas of Talent Management, Organisational Development, Policy formulation and reviews as well as Staffing (Recruitment)and performance management.

Currently she manages Human Resources in an International NGO that has operations in Uganda, Sierra Leone, south Sudan and Afghanistan but Head quartered in Milan, Italy.

She served as a Member and secretary of the technical working group on Capacity Building in the

Anti-Corruption Collaboration of three Public Agencies (PPDA, IG, OAG), with support from GIZ GmbH, with a task of  ensuring that the three Agencies work together to provide Capacity Building for their staff in areas that directly or directly contribute to the fight against corruption in Public Agencies while also equipping the staff with skills and knowledge to further deliver on their independent mandates. As a member of the group, actively took part in assessing Training needs in the three organisations and with support from the Donor, organized and implemented Capacity Building activities such as Training, Mentorship and Coaching as well as staff attachment.

Bridget drafted and completed the HR manual for VS Hydro- Uganda in 2018 along with other documentation to support compliance and structure in this organisation while defining processes and procedures for work flow and general operations. 

She Reviewed and updated the HR Manual for Uganda Health Marketing Group (UHMG) in 2019 and again in 2022 and also drafted and completed the HR Policy Document for Standard Health Marketeers (SHM),the organisation's subsidiary   in 2020-2021.

She oversaw the organizational Development Assessment Exercise and its implementation in UHMG in 2019 which resulted into a new organogram, a leaner structure and revised JDs. 

She initiated and oversaw the staff wellness program at PPDA since its inception. She also started and oversaw the staff mentorship program in PPDA since its inception in 2024. As a committee member, she took active part in the review and update of the PPDA HR manual.  Bridget,  oversaw the Learning and Development Function of PPDA with strong collaboration with the Donors (specifically the European Union, GIZ GmbH, GoU) and successfully managed to have several Trainings and capacity Building activities undertaken under this arrangement.

In the most recent past, she has structured the Italian Cooperation Training program at Emergency ONG and created systems to better organize and run the activities there-in, allowing for compliance to Donor requirements, national regulations and fairness and equality in selection of beneficiaries.