TLDR: A recent survey by Resume Builder indicates a significant and concerning trend: 60% of HR professionals are consulting generative AI tools like ChatGPT for hiring and firing decisions. Alarmingly, one in five managers are even allowing AI to make the final call on employee terminations. This widespread adoption extends to other crucial HR functions, including salary hikes and promotions, despite a notable lack of formal training in responsible AI usage among managers, raising serious ethical questions.
A new survey conducted by Resume Builder among 1,342 managers has brought to light a significant and, for many, alarming reliance on generative artificial intelligence (AI) tools, such as OpenAI’s ChatGPT, in human resources functions. The findings indicate a profound shift in how companies are approaching critical employment decisions, with AI playing an increasingly central role.
According to the survey, a striking 60% of HR professionals admit to consulting large language models (LLMs) when making decisions related to hiring or firing employees. Even more concerning is the revelation that one in five managers (20%) have gone a step further, allowing AI tools to make the final decision on employee termination. This level of AI autonomy in such sensitive areas has sparked considerable debate and ethical concerns.
The influence of AI extends beyond just hiring and firing. The survey found that approximately 78% of managers are utilizing AI chatbots to determine whether to grant salary increases, while 77% depend on these tools for staff promotion decisions. Furthermore, 66% of managers reported using AI for layoff decisions, and 64% for general employee terminations. Overall, about 65% of managers stated they use generative AI in their work, with nearly half of them doing so frequently or continuously for workplace-related tasks.
Among the various AI tools available, ChatGPT by OpenAI emerged as the most favored, with 53% of managers opting for it. Microsoft Copilot was used by 29% of managers, and Google’s Gemini by 16%, with a small percentage (3%) using other AI tools.
Beyond decision-making, these AI tools are also being deployed for a variety of other HR-related tasks. Managers reported using them to create training materials, develop employee performance plans, conduct assessments, and implement performance improvement plans (PIPs).
However, this rapid integration of AI into HR is not without its ethical challenges, particularly concerning the lack of adequate training. The survey highlighted that only 32% of managers received formal training in responsible AI usage. Another 43% had informal guidance, while a significant 24% reported receiving no training whatsoever. This deficit in AI literacy raises serious questions about the fairness, bias, and potential for errors in AI-driven HR decisions.
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The internet has reacted swiftly and critically to these findings. A former HR director described the practice as “horrifying,” emphasizing the risk of AI “hallucinating” and its unsuitability for decisions that directly impact individuals’ livelihoods. Other commentators expressed sarcasm, suggesting that managers who rely so heavily on AI might not be doing “any real work” themselves and should be fired. Jokes about “AI-generated exits” and ChatGPT’s “obsequious” nature also circulated, reflecting a mix of concern and cynicism regarding the future of human resources in an AI-dominated workplace.
