June 30, 2025 • 23 mins
"AI is not going to replace workers – it's going to create super workers." This powerful insight from Lila Nazef, VP of Sales and Marketing North America at Neocase and attendee at this week's SHRM Annual Conference and Expo, sets the tone for a fascinating exploration of how artificial intelligence is transforming HR service delivery while addressing common concerns about this rapidly evolving technology.
The conversation delves into the most pressing worries HR professionals express about AI implementation: data privacy, job displacement, and the potential loss of human connection. Lila offers reassurance by explaining how modern platforms like Neocase maintain data security by keeping information within closed systems while leveraging AI's capabilities. She articulates the importance of understanding different generational preferences – while seasoned employees might value face-to-face interactions, younger generations often prefer immediate digital solutions without human intervention.
Perhaps most compelling is the discussion around when AI should replace processes versus when human touch remains essential. For routine transactions like timesheet corrections, automation creates efficiency. However, for sensitive matters involving harassment or employee relations concerns, human judgment and empathy remain irreplaceable. This balanced approach allows organizations to deploy their human resources strategically while improving overall service delivery. The metrics supporting this strategy are impressive: up to 95% time reduction for information searches, 81% fewer HR help desk tickets, and 90% improvement in transaction processing times.
Lila advocates for a measured implementation approach that begins with AI assistants for meeting summaries and information retrieval before advancing to more complex transaction automation. Throughout this journey, communication remains paramount – employees need to understand how AI will enhance their experience rather than threaten their roles. When implemented thoughtfully, AI creates what Lila describes as "super workers" – professionals whose capabilities are enhanced rather than replaced by technology.
Lila and Bill also discuss SHRM25 and other upcoming events for HR pros.
Ready to transform your HR operations with AI that respects both efficiency and human connection? Subscribe to the HR Chat Show for more insights, and connect with Lila Nazef on Lin
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Welcome to the HR Chat Show, one of the world's
most downloaded and sharedpodcasts designed for HR pros,
talent execs, tech enthusiastsand business leaders.
For hundreds more episodes andwhat's new in the world of work,
subscribe to the show, followus on social media and visit
hrgazettecom.
And visit hrgazettecom.
Speaker 2 (00:26):
Welcome to another episode of the HR Chat Show.
Hello listeners, this is yourhost today, bill Bannam, and in
this episode, my amazing,fabulous, wonderful returning
guest today is Lila Nazef, vicePresident of Sales and Marketing
North America at Neocase, apioneering SaaS platform for
automating HR service delivery.
(00:47):
Leela has been on the showbefore.
She's one of my favorite humansin the world of workspace and,
leela, it's my pleasure towelcome you back to the HR Chat
Show.
Speaker 3 (00:57):
Hi, bill, always a pleasure talking to you and
thank you for having me back.
Speaker 2 (01:01):
Beyond my wee introduction just a moment ago,
why don't you start by taking acouple of minutes and telling
our listeners all about yourselfand what you get up to over at
Neocase?
Speaker 3 (01:14):
Amazing.
Maybe not all about myself, butat least at Neocase.
So I've been working in the HRspace for the last almost 20
years, from HR transformationand lately, sales, so anything
and everything around theemployee experience, employee
(01:34):
centrics and the software.
Speaker 2 (01:37):
Thanks for listening to this episode of the HR Chat
Podcast.
If you enjoy the audio contentwe produce, you'll love our
articles on the HR Gazette.
Learn more at hrgazettecom.
And now back to the show.
So the focus of today'sconversation is AI and HR,
(01:58):
because it's a conversationthat's on everybody's lips at
the moment.
I am currently myself trying tolearn a whole bunch of new GPTs
to remain relevant.
What are you hearing?
You have lots of conversationswith lots of people.
What are you hearing are topconcerns when it comes to AI and
HR?
Speaker 3 (02:17):
I talk to my clients all the time and partners and it
is always the same thing.
Everyone has an AI strategy andthen, when you ask them, they
say, well, we have some tocommunicate with our employees,
that we're going to use AI.
They think that robots areeverywhere, they're coming,
(02:50):
they're taking their jobs anddata privacy a robot, my data
are going to be accessibleanywhere, everywhere.
So, with all the hypes that weheard about the AI and how is
going to be my experience?
I used to go and talk withJennifer or with Daphne and then
(03:12):
she solved my HR problems, andnow am I going to talk to a bot
and is it really compliant?
It's mainly that A lot ofconcerns.
Speaker 2 (03:24):
They have a roadmap, but really it's just a ai
roadmap without anything umcoming after that before solving
all these concerns okay, so youmentioned just a moment ago,
you know, uh, the concern aboutwill I still be able to go and
see Jenny to have a real humanconversation?
(03:47):
How important is it to havereal people that you can have
conversations with?
Or, actually, is AI betterbecause it's more objective?
Speaker 3 (03:56):
Good point.
Well, I think depends on whomyou're asking the question to.
If you're asking the questionto the people who've been
working in the workforce for thelast 20, 30 years, they're more
resistant to change and theyappreciate going to Jenny have a
coffee, have a chat about thekids and get their HR answer
answered their HR questionanswered.
(04:17):
But if you're talking to thenew generation, the millennials,
the Gen Z or Gen X is evenworse.
They want everything availableto them on their phone without
having to talk to Jenny, withouteven needing to know that there
is a Jenny that they need totalk to.
The truth is, within corporates, you have a mix of all of these
(04:40):
people.
So how do you define or findsomething that is a good middle
ground for all of them, makingthe tech savvy people happy, but
also the people who like humantouch also happy, and keeping
them engaged because they arealso part of the workforce and
(05:00):
they have their value add?
Speaker 2 (05:02):
Well, I like that.
Thank you very much.
So in your previous answer, youmentioned some of those
challenges that we are facing atthe moment.
So you mentioned jobdisplacement.
You mentioned lack of humantouch.
Compliance, employment laws andregulations are important too.
How does Neocase address someof these challenges?
Speaker 3 (05:22):
Let's start with the most critical one based on the
conversation with customers,which is the data.
Can anyone and everyone accessmy data?
Well, at NeoCase, we use OpenAI, we use AI, but we keep it in a
closed circle, so your data arealways within your company and,
(05:46):
with or without AI, it's stillthe same people accessing your
data.
Nothing changes.
Your data are never exposedoutside of what they were before
, so we have to reassure when itcomes to that.
And the second the human touch.
Well, I'm having an issue withmy payslip.
(06:10):
I'm missing three hours becauseI didn't clock my time.
Do I really need a human touchthere?
No, it's really black and white.
I'm missing the three hours.
My manager approves it and says, yeah, she was there, Just goes
to payroll.
But if I'm having more employeerelation concerns or I'm having
(06:31):
harassment issues, I'm havingdifficulties.
This is where I need to talk tosomeone.
This is where I need the humantouch.
So I think a smart system to beable to recognize and to
appreciate the sentiment wherethe employee is, and if we
detect the sentiment that thereis distress, there is employee
(06:53):
relation concerns or there isthis type of things, we should
switch to a human.
So AI should not replace thehuman, but it should replace the
task with no added value wherea human touch is not needed, and
then be smart enough to push itback to human when we need to
have these human conversations.
Speaker 2 (07:15):
Okay, so since the last time that you and I spoke
on the HR chat pod around AI,have you heard of any changes or
advancements, or got any otherfeedback from the market?
Speaker 3 (07:30):
The market is still going to the same direction, but
the things are getting moreclear.
They're getting more used towhat AI can do, what AI should
do.
I was reading that report fromthe Josh Persson company and
talking about the super workerswe're not replacing the workers,
(07:50):
we're making them super workersand the different stages of
adoptions of AI.
So maybe instead of saying AIis going to come and take my job
, well, how can AI help me?
Well, the first use of AI likefirst steps, we have to crawl
before we run AI assistant.
I use AI assistant, so someonewho types and takes the notes
(08:15):
and does a summary for you whileyou're talking, while you're in
a meeting.
Meeting that is known to helpbetween 15% to 30% improvement
or time gain for the employees.
So, after a meeting of an houror two hours, I'm not spending
(08:40):
half an hour summarizing themeeting.
The AI did it for me.
And then we get to a secondstage, which is the agent's
improvement, which is the stepswhere I can give AI all their
tasks to do.
I get a document.
I need to extract the data andput them in my payroll system,
for instance, my W-9, mydoctor's note.
(09:02):
Well, ai assistant or the agentassistant can extract the data
on my behalf and put them in thesystem.
So he's not really replacing me, but he's replacing a task
where there is no added value tome to do it.
And AI has an added valuebecause there is more control
(09:22):
and more security in terms ofdata.
So what changed on the marketis, instead of people going
blind and saying we want AIwithout really knowing what it
is, now the roadmap is becomingmore clear, saying let's crawl
first, let's get the assistant,then let's go to the automation
and then let's have a phasethree, phase four and all that,
and let's go as the market growsthe phase three, phase four and
(09:48):
all that, and let's go as themarket grows.
Speaker 4 (09:51):
Once in a while, an event series is born that shakes
things up, it makes you thinkdifferently and it leaves you
inspired.
That event is Disrupt HR.
The format is 14 speakers, fiveminutes each and slides rotate
every 15 seconds.
If you're an HR professional, aCEO, a technologist or a
community leader and you've gotsomething to say about talent,
culture or technology, disruptis the place.
(10:11):
It's coming soon to a city nearyou.
Learn more at disrupthrco.
Speaker 2 (10:21):
This idea of a super worker sounds great.
You know, we often talk on thisshow about augmenting your
workers.
The role of AI is to help folksand to enhance what they're
already able to do.
My concern is for the morejunior knowledge workers, the
ones who are coming into aparticular job.
They don't really knowparticularly what they're doing,
yet they don.
(10:41):
Coming into a particular job,they don't really know
particularly what they're doing,yet they don't have.
They don't have that knowledge.
They don't have that expertise,that experience in place.
Where do they fit?
What?
What are the hopes for them?
I I get the the more experienced, more senior folks.
You know you can augment theirwork, you can help their work,
they can become those superworkers.
(11:01):
But what about the more juniorpeople, nila?
How how do they fit into asystem where ai is augmenting a
lot of the basic work anyway, alot of the work that maybe they
would have been doing at a morejunior level?
And, and certainly, how, how dothey get to rise up to being
that experienced person thatthat is being augmented, that is
being a super worker?
Speaker 3 (11:22):
That is a great question.
When we think about these morejunior people, we usually think
about the Gen Z.
Well, these people are alreadysuper workers, are born super
workers because they use AI intheir day-to-day activities and
life or anything and everything.
So for them it is expected tofind or to use AI when they
(11:47):
start working.
So if you compare the moreexperienced people, you have to
train them to use AI to be superworkers.
But the new ones, they'realmost born with it.
They're born with a cell phone.
Therefore, they're born withthe technology and they're this
technology saving.
They're expecting that.
So I think these people willlearn the job faster and you
(12:10):
don't have to do the changemanagement for them to learn ai
or to learn ai because they comewith it.
Does that make sense?
Speaker 2 (12:19):
yes, it does.
I've got my old man uhperspective on this, haven't I
that's.
I think that's the problemthere's me coming at it as a guy
in his, in his 40s, butactually these youngins today
they already get it, so it'sprobably not going to be an
issue for them.
Okay, thank you that that helps.
Um, what?
What metrics or kpis should hrleaders track to measure the
(12:42):
real impact of ai tools on onthe employee experience, which
is something you and I havespoken about quite a lot before,
and productivity?
Speaker 3 (12:49):
The metrics should be based on where you apply AI,
because AI is not blind and youapply it anywhere, you have to
define.
Am I applying it just forinformation search?
Assistant as an assistant?
Am I applying it to define theskills for employee interviews?
(13:10):
Am I applying it forcompensation and planning?
So, wherever you apply it, youshould check the market KPIs,
for instance, the one that I'mvery familiar with.
If you apply just as phase oneas an assistant, the studies
(13:31):
showed up to 95% time reductionfor employees for information
search.
Up to 81% time reductions forHR operations with HR help
tickets.
This is what is commonly calledthe tier zero, so where the
employees self-serve themselvesif they go directly using a
(13:54):
self-service of some sort, andthe 81% going to the HR
reduction or the HR help ticketreduction is less tickets
getting to these people.
But even the HR agents, theycan use AI to be more efficient
um in the ticket that they arereceiving.
So all of that um equals costreduction.
(14:17):
Next one the transactions.
We're getting to the stage two,which is the ai agent.
For that one um, the reportshows 90% time reductions for
employee transactions.
Why?
Because we are securing thetransaction with AI, saying,
instead of sending a blank emailwith whatever is in there and
(14:38):
then take care of my transaction.
Now it's formatted with AI,it's pre-matched with AI.
That says well for this type oftransaction.
Mr Employee, I need thatinformation so we make sure that
the collection of data fortransactions where people spend
most of the time is alreadycorrect.
So less back and forth, andthen we have automate these
(14:59):
transactions.
So up to 90% time reduction foremployee transactions, up to
81% time reductions for HRoperations in their head desk
tickets.
So it's a huge time saving andmoney savings.
Now let's go to something thatis completely different from my
(15:20):
area of expertise what NeoCasedoes, but I think that the
numbers are impressive.
Project assignments andcreations they show 90% time
reductions in managing projectcreations.
Ai does it.
In a second, 30% increase inskill watch matching.
25% bias reduction in projectcandidate decisions just because
(15:42):
of AI.
And reports go on and on on thedifferent areas of expertise.
Speaker 2 (15:48):
Very good.
I feel like every time we havethese conversations, your
answers get better and you'rethrowing in more and more stats,
so well done to you In terms ofgarnering employee feedback and
then putting that back into theway that AI is working.
In your opinion, from theconversations that you've had,
(16:09):
what role does employee feedbackplay in shaping the way AI is
integrated into HR processes,and how can we gather that
effectively?
Speaker 3 (16:21):
Employee feedback is critical.
It is critical.
So imagine you are a restaurantowner and then you're serving a
meal.
Well, getting a feedback on themeal is important for you to
have the people stay, eat yourmeal and come back.
So imagine the same thing for acompany.
You want the employees to stayto work and to be happy.
(16:42):
Well, you get their feedbackand you understand the
challenges and the changes andadjustments that you have to
make.
So AI, it's not a once and done, it's a constant adjustment,
Constant adjustments to makesure that the experience and the
effectiveness that you'reexpecting are there.
Speaker 2 (17:05):
Okay, and as AI tools become more predictive, how
should HR approach the balancebetween proactive support and
potential overreach?
People are worried about theirjobs.
They're worried about AIpermeating into all aspects of
their jobs and into theirpersonal lives.
So where's that balance?
Give us an idea around that.
Speaker 3 (17:26):
I think the secret is the same.
That was working 10 years ago,20 years ago, even 50 years ago
communication, change managementand communication.
Wherever you introduce a change, it's AI now.
It was something else 10 yearsago and something else before.
You have to communicate.
You have to let people knowwhat to expect what the company
(17:49):
is expecting from it, but alsowhat the employee should expect
from it, how it's going to work,make it collaborative and have
champions, and always keep thetransparency.
This is where you find a balance, because something that you
know that you see is not thatyou're not afraid anymore
because you see it, or you'reless afraid.
(18:11):
It's not that monster that youimagine without never seeing.
So you create this image inyour head.
No, it says I'm expecting touse AI in this area.
We're expecting to have this.
We invite you to be part of thejourney.
So now it becomes a journeythat we take together and we
(18:32):
give examples of usage.
For instance, we say thismanager has 10 meetings in a
week and how much time he spendsdoing the summaries, sending
the recaps, how many times he'sstill in front of his computer
instead of being at home withhis loved ones, because he's
(18:54):
catching up after the meetings,doing all the summaries.
Well, he still does the samemeetings, but the summaries are
done for him, so he has thattime back for himself.
By giving this real example,real life, it's reassuring the
employees that AI is there for abetter work-life balance.
Speaker 2 (19:14):
Which is great.
Lead on to my next question.
You mentioned it just there andyou also mentioned earlier on
in one of your previous answersthat you use note-taking AI tech
for your meetings.
I use Otter AI.
This show is not sponsored byOtter AI.
I just think it's very good.
What else?
What are the tools that you'reusing AI generated tools that
(19:39):
you're using in your day-to-day,and how have those been helping
you?
Speaker 3 (19:45):
The main two tools that I use.
I use the summary generator forevery meeting that I do.
It's amazing.
So I don't have to be sittingthere wondering do I remember
what that person said?
Am I sure I'm taking the notesright?
So that's amazing.
That's a lifesaver.
And the other thing that I use,even in my personal life
(20:06):
ChatGPT.
I don't use the basic Googlelike search anymore, because I'm
the one who has to do thesearch and then to have to
combine all the references.
Ai is more like a conversationwith a friend.
Say, hey, well, the other day Iwas looking into changing the
decor of my house.
I said, well, I'm looking for amid-century modern and can you
(20:28):
give me some notes about it?
And then I got an entire textfrom AI saying well, mid-century
modern, you need to use theseearth tones, you need to use
that, you need to use this.
And this is how you combine it.
Which room are you interestedinto?
Do you need more references?
Should I send you to otherlinks to find the information?
If I had to do the same thingthe old-fashioned way, it would
(20:50):
take me forever, but this ismore like having a personal
assistant who is powered by allthis information online.
It's amazing.
Speaker 2 (21:01):
I was doom-scrolling on LinkedIn earlier and I found
this amazing post actually bythis person who was suggesting a
whole bunch of new GPTs tocheck out.
I will share that with youafter our conversation today and
you can have a look.
Okay, we are about to wrap up.
Before we do, lila, what'scoming up for you?
So, beyond SHRM, what else iscoming up for you?
Speaker 3 (21:23):
The SHRM is a major event for me in the United
States, and then we go intolocal shows.
We'll make sure to keep youposted.
We have them all published inour LinkedIn page.
We have them also published onour website.
Recently, we were in an HR takein Canada.
It was snowing.
We had an amazing time.
It was beautiful.
Now looking forward to the nextone in San Diego, and in the
(21:47):
meantime or meanwhile, we'll behaving a lot of online events
with our customers.
I think the upcoming one thisweek or next week is with one of
our customers, a major bank,bnp or BNP Paribas, if I say it
the French way, it's notsponsored by them.
They will be sharing theirexperience using NeoCase AI and
(22:12):
the feedback they collected fromtheir employees.
We already have hundreds ofpeople registered.
Don't hesitate to register orget the download.
It is amazing to hear itfirsthand from the customer
using it.
Speaker 2 (22:27):
Excellent.
And then, just finally, how canfolks connect with you, lila?
So, linkedin, email, whateveryou want to share there and
anything else you want tomention about NeoCase in terms
of what people should check out,what they should learn.
It sounds like you're doinglots of cool webinars and all
the rest of it.
Anything else you want to sharethere?
Speaker 3 (22:44):
Thank you, bill.
Always happy to connect toLinkedIn, don't hesitate to drop
me a message.
My contacts are available onLinkedIn.
I will be at Sherman, san Diego.
Come, drop me a LinkedIn, let'shave a chat over there, or just
come to my LinkedIn and book mytime.
More than happy to share.
We have a lot of things comingon.
(23:06):
We have our employee relationtopics coming, we talk about AI,
we have our document managementa lot of exciting things.
And if you want to talk aboutthe mid-century decor too, I
will be happy.
Speaker 2 (23:18):
Leela, thank you very much for being my guest.
Speaker 1 (23:24):
Thanks for listening to the HR Chat Show.
If you enjoyed this episode,why not subscribe and listen to
some of the hundreds of episodespublished by HR Gazette and
remember for what's new in theworld of work?
Subscribe to the show, followus on social media and visit
hrgazettecom.
Welcome to the HR Chat Show, one of the world's
most downloaded and sharedpodcasts designed for HR pros,
talent execs, tech enthusiastsand business leaders.
For hundreds more episodes andwhat's new in the world of work,
subscribe to the show, followus on social media and visit
hrgazettecom.
And visit hrgazettecom.
Speaker 2 (00:26):
Welcome to another episode of the HR Chat Show.
Hello listeners, this is yourhost today, bill Bannam, and in
this episode, my amazing,fabulous, wonderful returning
guest today is Lila Nazef, vicePresident of Sales and Marketing
North America at Neocase, apioneering SaaS platform for
automating HR service delivery.
(00:47):
Leela has been on the showbefore.
She's one of my favorite humansin the world of workspace and,
leela, it's my pleasure towelcome you back to the HR Chat
Show.
Speaker 3 (00:57):
Hi, bill, always a pleasure talking to you and
thank you for having me back.
Speaker 2 (01:01):
Beyond my wee introduction just a moment ago,
why don't you start by taking acouple of minutes and telling
our listeners all about yourselfand what you get up to over at
Neocase?
Speaker 3 (01:14):
Amazing.
Maybe not all about myself, butat least at Neocase.
So I've been working in the HRspace for the last almost 20
years, from HR transformationand lately, sales, so anything
and everything around theemployee experience, employee
(01:34):
centrics and the software.
Speaker 2 (01:37):
Thanks for listening to this episode of the HR Chat
Podcast.
If you enjoy the audio contentwe produce, you'll love our
articles on the HR Gazette.
Learn more at hrgazettecom.
And now back to the show.
So the focus of today'sconversation is AI and HR,
(01:58):
because it's a conversationthat's on everybody's lips at
the moment.
I am currently myself trying tolearn a whole bunch of new GPTs
to remain relevant.
What are you hearing?
You have lots of conversationswith lots of people.
What are you hearing are topconcerns when it comes to AI and
HR?
Speaker 3 (02:17):
I talk to my clients all the time and partners and it
is always the same thing.
Everyone has an AI strategy andthen, when you ask them, they
say, well, we have some tocommunicate with our employees,
that we're going to use AI.
They think that robots areeverywhere, they're coming,
(02:50):
they're taking their jobs anddata privacy a robot, my data
are going to be accessibleanywhere, everywhere.
So, with all the hypes that weheard about the AI and how is
going to be my experience?
I used to go and talk withJennifer or with Daphne and then
(03:12):
she solved my HR problems, andnow am I going to talk to a bot
and is it really compliant?
It's mainly that A lot ofconcerns.
Speaker 2 (03:24):
They have a roadmap, but really it's just a ai
roadmap without anything umcoming after that before solving
all these concerns okay, so youmentioned just a moment ago,
you know, uh, the concern aboutwill I still be able to go and
see Jenny to have a real humanconversation?
(03:47):
How important is it to havereal people that you can have
conversations with?
Or, actually, is AI betterbecause it's more objective?
Speaker 3 (03:56):
Good point.
Well, I think depends on whomyou're asking the question to.
If you're asking the questionto the people who've been
working in the workforce for thelast 20, 30 years, they're more
resistant to change and theyappreciate going to Jenny have a
coffee, have a chat about thekids and get their HR answer
answered their HR questionanswered.
(04:17):
But if you're talking to thenew generation, the millennials,
the Gen Z or Gen X is evenworse.
They want everything availableto them on their phone without
having to talk to Jenny, withouteven needing to know that there
is a Jenny that they need totalk to.
The truth is, within corporates, you have a mix of all of these
(04:40):
people.
So how do you define or findsomething that is a good middle
ground for all of them, makingthe tech savvy people happy, but
also the people who like humantouch also happy, and keeping
them engaged because they arealso part of the workforce and
(05:00):
they have their value add?
Speaker 2 (05:02):
Well, I like that.
Thank you very much.
So in your previous answer, youmentioned some of those
challenges that we are facing atthe moment.
So you mentioned jobdisplacement.
You mentioned lack of humantouch.
Compliance, employment laws andregulations are important too.
How does Neocase address someof these challenges?
Speaker 3 (05:22):
Let's start with the most critical one based on the
conversation with customers,which is the data.
Can anyone and everyone accessmy data?
Well, at NeoCase, we use OpenAI, we use AI, but we keep it in a
closed circle, so your data arealways within your company and,
(05:46):
with or without AI, it's stillthe same people accessing your
data.
Nothing changes.
Your data are never exposedoutside of what they were before
, so we have to reassure when itcomes to that.
And the second the human touch.
Well, I'm having an issue withmy payslip.
(06:10):
I'm missing three hours becauseI didn't clock my time.
Do I really need a human touchthere?
No, it's really black and white.
I'm missing the three hours.
My manager approves it and says, yeah, she was there, Just goes
to payroll.
But if I'm having more employeerelation concerns or I'm having
(06:31):
harassment issues, I'm havingdifficulties.
This is where I need to talk tosomeone.
This is where I need the humantouch.
So I think a smart system to beable to recognize and to
appreciate the sentiment wherethe employee is, and if we
detect the sentiment that thereis distress, there is employee
(06:53):
relation concerns or there isthis type of things, we should
switch to a human.
So AI should not replace thehuman, but it should replace the
task with no added value wherea human touch is not needed, and
then be smart enough to push itback to human when we need to
have these human conversations.
Speaker 2 (07:15):
Okay, so since the last time that you and I spoke
on the HR chat pod around AI,have you heard of any changes or
advancements, or got any otherfeedback from the market?
Speaker 3 (07:30):
The market is still going to the same direction, but
the things are getting moreclear.
They're getting more used towhat AI can do, what AI should
do.
I was reading that report fromthe Josh Persson company and
talking about the super workerswe're not replacing the workers,
(07:50):
we're making them super workersand the different stages of
adoptions of AI.
So maybe instead of saying AIis going to come and take my job
, well, how can AI help me?
Well, the first use of AI likefirst steps, we have to crawl
before we run AI assistant.
I use AI assistant, so someonewho types and takes the notes
(08:15):
and does a summary for you whileyou're talking, while you're in
a meeting.
Meeting that is known to helpbetween 15% to 30% improvement
or time gain for the employees.
So, after a meeting of an houror two hours, I'm not spending
(08:40):
half an hour summarizing themeeting.
The AI did it for me.
And then we get to a secondstage, which is the agent's
improvement, which is the stepswhere I can give AI all their
tasks to do.
I get a document.
I need to extract the data andput them in my payroll system,
for instance, my W-9, mydoctor's note.
(09:02):
Well, ai assistant or the agentassistant can extract the data
on my behalf and put them in thesystem.
So he's not really replacing me, but he's replacing a task
where there is no added value tome to do it.
And AI has an added valuebecause there is more control
(09:22):
and more security in terms ofdata.
So what changed on the marketis, instead of people going
blind and saying we want AIwithout really knowing what it
is, now the roadmap is becomingmore clear, saying let's crawl
first, let's get the assistant,then let's go to the automation
and then let's have a phasethree, phase four and all that,
and let's go as the market growsthe phase three, phase four and
(09:48):
all that, and let's go as themarket grows.
Speaker 4 (09:51):
Once in a while, an event series is born that shakes
things up, it makes you thinkdifferently and it leaves you
inspired.
That event is Disrupt HR.
The format is 14 speakers, fiveminutes each and slides rotate
every 15 seconds.
If you're an HR professional, aCEO, a technologist or a
community leader and you've gotsomething to say about talent,
culture or technology, disruptis the place.
(10:11):
It's coming soon to a city nearyou.
Learn more at disrupthrco.
Speaker 2 (10:21):
This idea of a super worker sounds great.
You know, we often talk on thisshow about augmenting your
workers.
The role of AI is to help folksand to enhance what they're
already able to do.
My concern is for the morejunior knowledge workers, the
ones who are coming into aparticular job.
They don't really knowparticularly what they're doing,
yet they don.
(10:41):
Coming into a particular job,they don't really know
particularly what they're doing,yet they don't have.
They don't have that knowledge.
They don't have that expertise,that experience in place.
Where do they fit?
What?
What are the hopes for them?
I I get the the more experienced, more senior folks.
You know you can augment theirwork, you can help their work,
they can become those superworkers.
(11:01):
But what about the more juniorpeople, nila?
How how do they fit into asystem where ai is augmenting a
lot of the basic work anyway, alot of the work that maybe they
would have been doing at a morejunior level?
And, and certainly, how, how dothey get to rise up to being
that experienced person thatthat is being augmented, that is
being a super worker?
Speaker 3 (11:22):
That is a great question.
When we think about these morejunior people, we usually think
about the Gen Z.
Well, these people are alreadysuper workers, are born super
workers because they use AI intheir day-to-day activities and
life or anything and everything.
So for them it is expected tofind or to use AI when they
(11:47):
start working.
So if you compare the moreexperienced people, you have to
train them to use AI to be superworkers.
But the new ones, they'realmost born with it.
They're born with a cell phone.
Therefore, they're born withthe technology and they're this
technology saving.
They're expecting that.
So I think these people willlearn the job faster and you
(12:10):
don't have to do the changemanagement for them to learn ai
or to learn ai because they comewith it.
Does that make sense?
Speaker 2 (12:19):
yes, it does.
I've got my old man uhperspective on this, haven't I
that's.
I think that's the problemthere's me coming at it as a guy
in his, in his 40s, butactually these youngins today
they already get it, so it'sprobably not going to be an
issue for them.
Okay, thank you that that helps.
Um, what?
What metrics or kpis should hrleaders track to measure the
(12:42):
real impact of ai tools on onthe employee experience, which
is something you and I havespoken about quite a lot before,
and productivity?
Speaker 3 (12:49):
The metrics should be based on where you apply AI,
because AI is not blind and youapply it anywhere, you have to
define.
Am I applying it just forinformation search?
Assistant as an assistant?
Am I applying it to define theskills for employee interviews?
(13:10):
Am I applying it forcompensation and planning?
So, wherever you apply it, youshould check the market KPIs,
for instance, the one that I'mvery familiar with.
If you apply just as phase oneas an assistant, the studies
(13:31):
showed up to 95% time reductionfor employees for information
search.
Up to 81% time reductions forHR operations with HR help
tickets.
This is what is commonly calledthe tier zero, so where the
employees self-serve themselvesif they go directly using a
(13:54):
self-service of some sort, andthe 81% going to the HR
reduction or the HR help ticketreduction is less tickets
getting to these people.
But even the HR agents, theycan use AI to be more efficient
um in the ticket that they arereceiving.
So all of that um equals costreduction.
(14:17):
Next one the transactions.
We're getting to the stage two,which is the ai agent.
For that one um, the reportshows 90% time reductions for
employee transactions.
Why?
Because we are securing thetransaction with AI, saying,
instead of sending a blank emailwith whatever is in there and
(14:38):
then take care of my transaction.
Now it's formatted with AI,it's pre-matched with AI.
That says well for this type oftransaction.
Mr Employee, I need thatinformation so we make sure that
the collection of data fortransactions where people spend
most of the time is alreadycorrect.
So less back and forth, andthen we have automate these
(14:59):
transactions.
So up to 90% time reduction foremployee transactions, up to
81% time reductions for HRoperations in their head desk
tickets.
So it's a huge time saving andmoney savings.
Now let's go to something thatis completely different from my
(15:20):
area of expertise what NeoCasedoes, but I think that the
numbers are impressive.
Project assignments andcreations they show 90% time
reductions in managing projectcreations.
Ai does it.
In a second, 30% increase inskill watch matching.
25% bias reduction in projectcandidate decisions just because
(15:42):
of AI.
And reports go on and on on thedifferent areas of expertise.
Speaker 2 (15:48):
Very good.
I feel like every time we havethese conversations, your
answers get better and you'rethrowing in more and more stats,
so well done to you In terms ofgarnering employee feedback and
then putting that back into theway that AI is working.
In your opinion, from theconversations that you've had,
(16:09):
what role does employee feedbackplay in shaping the way AI is
integrated into HR processes,and how can we gather that
effectively?
Speaker 3 (16:21):
Employee feedback is critical.
It is critical.
So imagine you are a restaurantowner and then you're serving a
meal.
Well, getting a feedback on themeal is important for you to
have the people stay, eat yourmeal and come back.
So imagine the same thing for acompany.
You want the employees to stayto work and to be happy.
(16:42):
Well, you get their feedbackand you understand the
challenges and the changes andadjustments that you have to
make.
So AI, it's not a once and done, it's a constant adjustment,
Constant adjustments to makesure that the experience and the
effectiveness that you'reexpecting are there.
Speaker 2 (17:05):
Okay, and as AI tools become more predictive, how
should HR approach the balancebetween proactive support and
potential overreach?
People are worried about theirjobs.
They're worried about AIpermeating into all aspects of
their jobs and into theirpersonal lives.
So where's that balance?
Give us an idea around that.
Speaker 3 (17:26):
I think the secret is the same.
That was working 10 years ago,20 years ago, even 50 years ago
communication, change managementand communication.
Wherever you introduce a change, it's AI now.
It was something else 10 yearsago and something else before.
You have to communicate.
You have to let people knowwhat to expect what the company
(17:49):
is expecting from it, but alsowhat the employee should expect
from it, how it's going to work,make it collaborative and have
champions, and always keep thetransparency.
This is where you find a balance, because something that you
know that you see is not thatyou're not afraid anymore
because you see it, or you'reless afraid.
(18:11):
It's not that monster that youimagine without never seeing.
So you create this image inyour head.
No, it says I'm expecting touse AI in this area.
We're expecting to have this.
We invite you to be part of thejourney.
So now it becomes a journeythat we take together and we
(18:32):
give examples of usage.
For instance, we say thismanager has 10 meetings in a
week and how much time he spendsdoing the summaries, sending
the recaps, how many times he'sstill in front of his computer
instead of being at home withhis loved ones, because he's
(18:54):
catching up after the meetings,doing all the summaries.
Well, he still does the samemeetings, but the summaries are
done for him, so he has thattime back for himself.
By giving this real example,real life, it's reassuring the
employees that AI is there for abetter work-life balance.
Speaker 2 (19:14):
Which is great.
Lead on to my next question.
You mentioned it just there andyou also mentioned earlier on
in one of your previous answersthat you use note-taking AI tech
for your meetings.
I use Otter AI.
This show is not sponsored byOtter AI.
I just think it's very good.
What else?
What are the tools that you'reusing AI generated tools that
(19:39):
you're using in your day-to-day,and how have those been helping
you?
Speaker 3 (19:45):
The main two tools that I use.
I use the summary generator forevery meeting that I do.
It's amazing.
So I don't have to be sittingthere wondering do I remember
what that person said?
Am I sure I'm taking the notesright?
So that's amazing.
That's a lifesaver.
And the other thing that I use,even in my personal life
(20:06):
ChatGPT.
I don't use the basic Googlelike search anymore, because I'm
the one who has to do thesearch and then to have to
combine all the references.
Ai is more like a conversationwith a friend.
Say, hey, well, the other day Iwas looking into changing the
decor of my house.
I said, well, I'm looking for amid-century modern and can you
(20:28):
give me some notes about it?
And then I got an entire textfrom AI saying well, mid-century
modern, you need to use theseearth tones, you need to use
that, you need to use this.
And this is how you combine it.
Which room are you interestedinto?
Do you need more references?
Should I send you to otherlinks to find the information?
If I had to do the same thingthe old-fashioned way, it would
(20:50):
take me forever, but this ismore like having a personal
assistant who is powered by allthis information online.
It's amazing.
Speaker 2 (21:01):
I was doom-scrolling on LinkedIn earlier and I found
this amazing post actually bythis person who was suggesting a
whole bunch of new GPTs tocheck out.
I will share that with youafter our conversation today and
you can have a look.
Okay, we are about to wrap up.
Before we do, lila, what'scoming up for you?
So, beyond SHRM, what else iscoming up for you?
Speaker 3 (21:23):
The SHRM is a major event for me in the United
States, and then we go intolocal shows.
We'll make sure to keep youposted.
We have them all published inour LinkedIn page.
We have them also published onour website.
Recently, we were in an HR takein Canada.
It was snowing.
We had an amazing time.
It was beautiful.
Now looking forward to the nextone in San Diego, and in the
(21:47):
meantime or meanwhile, we'll behaving a lot of online events
with our customers.
I think the upcoming one thisweek or next week is with one of
our customers, a major bank,bnp or BNP Paribas, if I say it
the French way, it's notsponsored by them.
They will be sharing theirexperience using NeoCase AI and
(22:12):
the feedback they collected fromtheir employees.
We already have hundreds ofpeople registered.
Don't hesitate to register orget the download.
It is amazing to hear itfirsthand from the customer
using it.
Speaker 2 (22:27):
Excellent.
And then, just finally, how canfolks connect with you, lila?
So, linkedin, email, whateveryou want to share there and
anything else you want tomention about NeoCase in terms
of what people should check out,what they should learn.
It sounds like you're doinglots of cool webinars and all
the rest of it.
Anything else you want to sharethere?
Speaker 3 (22:44):
Thank you, bill.
Always happy to connect toLinkedIn, don't hesitate to drop
me a message.
My contacts are available onLinkedIn.
I will be at Sherman, san Diego.
Come, drop me a LinkedIn, let'shave a chat over there, or just
come to my LinkedIn and book mytime.
More than happy to share.
We have a lot of things comingon.
(23:06):
We have our employee relationtopics coming, we talk about AI,
we have our document managementa lot of exciting things.
And if you want to talk aboutthe mid-century decor too, I
will be happy.
Speaker 2 (23:18):
Leela, thank you very much for being my guest.
Speaker 1 (23:24):
Thanks for listening to the HR Chat Show.
If you enjoyed this episode,why not subscribe and listen to
some of the hundreds of episodespublished by HR Gazette and
remember for what's new in theworld of work?
Subscribe to the show, followus on social media and visit
hrgazettecom.
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