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Extended-form Case Study

AI in HR management and professional development: ethics, risks, and responsible practice

Published on October 29, 2026   22 min

A selection of talks on Management, Leadership & Organisation

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0:00
My name is Barbara Covarrubias Venegas. I have spent over 15 years working with HR leaders and organizations across more than 15 countries on questions of leadership, learning, and organizational development. I also teach at the university level, which means I care about both what works in practice and what the research actually says. In this talk, I want to give you a practice-oriented view of the ethical risks of AI in human resources. The talk is grounded in what's happened inside one real organization and connected to principles you can apply in your own.
0:42
Picture a Monday morning talent review meeting. Eight senior leaders sit around the table. A spreadsheet is projected on the wall. On it, every employee in the company has a number, their AI-generated talent score. That number will determine who gets into the leadership development program this year. The leaders trust it. It is based on data, not gut feeling. That is the whole point, except the number is wrong, not for everyone, but wrong often enough, and wrong in a pattern no one at that table can see. It is quietly pushing women returning from parental leave, and employees educated outside of Western Europe toward the bottom of the list. No one designed it to do that. The data did it on its own. In a moment, I'm going to take you inside the European firm where this happened. I will show you how they discovered the problem, the internal debate it triggered, and the governance changes they made. That case sits at the center of this talk.

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AI in HR management and professional development: ethics, risks, and responsible practice

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