WAVE Computing Novation Limited’s management team (simplified as “the Team”) fully understands that AI technology is now being widely applied across all areas of enterprise operations—not only in precision-demanding fields such as software development, but also in those where outcomes may exhibit a certain degree of ambiguity and uncertainty. Corporate governance, and more specifically, human resource management, both fall into this category.
At the seminar, participating guests—such as representatives from AIA—shared their experiences of using AI to assist in recruitment processes. A typical example is the use of AI for analyzing the match between job requirements and candidate skills, significantly accelerating what was previously a time-consuming and labor-intensive process of identifying suitable talents. This approach has demonstrated far greater efficiency than traditional manual analysis methods.
Another focal topic that attracted considerable attention was the working relationship between employees and AI, particularly how to address potential resistance when work instructions are issued by AI, and how to ensure these instructions are effectively executed.
To tackle these issues, participants proposed several strategies: 1) Enhancing employee training and education regarding AI collaboration to help them understand and accept such work arrangements; and 2) Concealing the presence of AI in decision-making processes to reduce employee resistance.
These two approaches—taken from active and passive perspectives respectively—are both effective solutions.
The Team has extensive experience in implementing intelligent projects and has successfully introduced smart robot technologies into various enterprise operation scenarios. These include not only RPA software robots, but also physical collaborative robots. Therefore, the Team can clearly point out that regardless of the type of robotic technology used, the collaboration challenges between robots and employees during implementation closely resemble those encountered when introducing AI into current business operations—the only difference lies in the specific technology involved.
Moreover, it is evident that as IT continues to evolve, similar collaboration issues will become ongoing and unavoidable challenges for enterprises.
Employees at different levels within an organization hold varying views and degrees of acceptance toward new technologies that may potentially replace human roles. In particular, frontline employees often take a reserved stance toward such innovations, perceiving them as direct substitutes for human labor, without recognizing that adopting intelligent technologies and workforce reduction are not inherently linked:
The use of intelligent technologies does not necessarily imply layoffs.
The Team clearly points out that so-called layoffs attributed to AI more accurately reflect underlying problems within the company’s operations, with AI merely serving as a convenient excuse.
Therefore, the Team believes the key lies in applying AI technology appropriately and efficiently in the domains of corporate governance and operational management. Whether actively or passively addressing employee resistance to AI, companies should focus on enhancing employee capabilities and instilling the understanding that adopting new technologies serves not only the company’s broader need to meet the challenges of the times, but also each individual employee’s career development.
This is precisely the core issue that corporate governance and human resource management must truly consider—how to strengthen the connection between the company and its employees throughout the adoption of AI, enabling all staff members to jointly work toward shared organizational goals, rather than simply replacing repetitive tasks or achieving isolated efficiency gains.
Feature image of this article is shot by the Team.