Naturally, one of the first, and potentially the hardest, steps is restricting employee AI use: It should only be applied to scenarios where it truly adds value, the authors advise.
For instance, when employees or job candidates are allowed to freely design their CVs, they’ll likely use generative AI to “optimize” their work. To prevent knowledge decay, recruiters should rely on structured documents that require factual responses that an AI can’t generate, for example, asking a candidate about a specific role, projects completed, team members involved, suppliers served, and budgets managed.
When generative AI use is allowed or unpreventable, organizations should define what value is being added and establish clarity around the implications, Holweg and Davenport emphasize. “Content does not need to be entirely human-created, but if AI is being used, be clear why and how,” they write.
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