Technology and HR have been the common thread throughout the career of Aizhan Tursunbayeva, author of Augmenting HRM with AI and Associate Professor at the University of Naples ‘Parthenope’. With a background as an engineer, management consultant and senior HR manager, she operates at the crossroads of technological research and practical HRM applications. Her work focuses on the impact of digital technologies on HRM, with particular attention to ethics, data use and algorithmic management.
Aizhan Tursunbayeva conducted pioneering research into the ethical implications of people analytics. One of her papers, downloaded 50,000 times, resonated widely across academia and industry. This research naturally evolved into examining the ethical issues within AI-driven HRM. “Ethical aspects of data collection and use are often overlooked in companies,” she explains. “The rise of AI suddenly made that field far more urgent.”
Ethical principles at the heart of HRM and AI
In her book Augmenting HRM with AI, Tursunbayeva brings together multiple perspectives: the future of work, technology, digital HRM models and ethical principles. She outlines both the opportunities and the risks, highlighting the need for international ethical AI guidelines specific to HRM. Central to her analysis are ethical AI principles such as transparency, human focus, and accountability. “The key question is how we can use these principles to make AI in HRM more responsible”, she asserts. “That remains an ongoing task for organisations worldwide.” Tursunbayeva stresses that the future of AI in HRM is not only about technology, but also about safeguarding human relationships in processes increasingly shaped by algorithms.
Two keynotes: AI perceptions and responsible HRM
During HRcoreLab, Aizhan Tursunbayeva will deliver two keynote sessions:
- Candidate perceptions of AI usage and the role of digital data in the recruitment process.
- The impact of AI on HRM, based on the book Augmenting HRM with AI.
For her, Human AI carries a dual responsibility. “AI should benefit not only business models or shareholders, but also employees. And we must not forget the ‘human in the loop’, across HRM practices. Data can inform decisions, but those decisions should never be handed over entirely to algorithms.”
The data challenge and ethical considerations
Organisations often pursue AI for efficiency gains and to strengthen HR’s strategic role. Yet this creates tension. “HR needs data to operate strategically, but traditionally doesn’t have the types of data you find in, for example, supply chain. That’s precisely where the ethical challenges begin.” Without clear frameworks, AI risks automating HR processes in ways that disadvantage employees.
HR leaders must be aware of the limits and risks of AI, Tursunbayeva warns. “AI can improve processes, but poorly designed or trained tools can discriminate, as we’ve already seen with certain recruitment technologies. Bad processes combined with good technology still lead to bad HR practice.”
The HR practices of the future are still unknown
Aizhan Tursunbayeva adds that the AI we use today is likely “the worst we will ever use”, because the technology is evolving so quickly. Through that evolution, HR must safeguard the human dimension and adopt AI responsibly. The complexity grows because each HR domain such as recruitment, performance management or payroll has different stakeholders and therefore different risks. Employees also have limited control over how their data is collected. “Can employees ‘decline cookies’ in the workplace, the way they can online? It’s a question we simply don’t have an answer to yet.” The future of Human AI in HRM is still taking shape and new HR practices will emerge that we cannot yet foresee, she concludes.
Key takeaways
- AI in HRM demands an ethical approach, focused on transparency, human values and accountability.
- People analytics and AI benefit organisations more than employees today, and that imbalance needs to be addressed.
- Human AI means keeping the human in the loop, especially in recruitment where AI tools are increasingly used.
- HR must guard against bias and discrimination, as AI can reinforce or amplify poor practices rather than solve them.
- The future of AI in HRM is still open, new practices will emerge, but responsible adoption remains essential.
