National Post (National Edition)
AI can improve equity in workplace but biases exist
Democratizes access to training and education
COMPANIES HAVE AN URGENT NEED TO SHOW SHAREHOLDER VALUE AND NEW AREAS OF INNOVATION ... BUT WITH ONLY A CERTAIN MINDSET, YOU WILL HAVE ONLY A CERTAIN KIND OF INNOVATION.
— TARA CHKLOVSKI, CEO OF TECH EDUCATION NON-PROFIT TECHNOVATION
Artificial intelligence can be a key way to level the playing field when deployed in the right way by companies striving to ensure diversity, equity and inclusion in the workplace, technology experts say.
For example, generative AI can be “transformative” in creating new opportunities for growth and success among Black individuals by democratizing access to knowledge and resources, according to Deloitte Touche Tohmatsu Ltd.'s 2024 report, The future is equitable: Balancing the impact of GenAI on Canada's Black Communities.
It could also serve as a blueprint for enhancing representations among many other racialized and equity-seeking groups in the workplace.
Yet only one in 20 business leaders surveyed across the country was confident that their current organizational AI and ethical frameworks could address issues related to bias and discrimination.
Patrice Njoh, a Deloitte partner and adviser on DEI programs, said bias is one of those things that erodes trust, which is essential in using AI tools to their full potential.
Along with figuring out how to embed transparency and accountability into AI tools, she said it's about driving greater education and training on how to leverage the tools for DEI.
“We developed an AI framework (internally) that started with bias mitigation, then went onto looking at diverse data, driving transparency ... and ended with governance,” she said. “Organizations may find themselves looking into certain areas more than others, but, holistically, you have to have the balance across (the board).”
Njoh said prioritizing inclusivity in AI deployment isn't just about doing a social good, but about using the technology to grow your business and stay competitive.
“The part that is really exciting is that by being really intentional with this, organizations can have a longterm impact on how services are rendered, how to understand the needs of equity-deserving groups ... and how to thoughtfully capture the full market that's out there," she said.
In order to have the kind of data needed to leverage AI and DEI in an effective way, employers first need to improve the “value proposition” and transparency around data disclosure so that there is more buy-in from current and potential employees, Steven Karan, vice-president and head of Insights and Data at Capgemini Canada Inc., said.
“If (the data) is going to help fund initiatives or bring diversity of talent in ... then go ahead and disclose that information,” he said, admitting that he opted not to disclose being a visible minority when applying for a job because he wasn't sure how the information would be used. “It was a missed opportunity and it's an area I'm championing right now in terms of changing the way we ask for that information with the clients I work with.”
Another way AI can be deployed in an effective way, Karan said, is in “connecting the dots” in employee engagement surveys to determine if there is a link between sentiments and certain demographics or groups within an organization.
“By being able to drill down further, we can be more targeted in our communication campaigns and outreach to close the gaps,” he said.
Using AI to open new opportunities for DEI within corporations is one thing, but there is also a need to ensure equity among those developing the technology in the first place, said the AI Forward Alliance (TAIFA), a global collaboration led by Technovation, a tech education non-profit.
In an effort to tackle gender inequities in the technology sector in the foreseeable future, TAIFA is proposing an initiative that could double the number of women technology professionals in the global workforce within 14 years.
Less than a third of all technology professionals were women, it said in a recent report, Women in AI: A Global Overview of a $200 Billion Innovation Opportunity, which analyzed the current landscape and future projections for women in technology in 91 countries (excluding Canada, China, Japan and others for lack of measurable data sets).
But the broader issue is that only 0.49 per cent of the world's workforce is made up of tech professionals.
“Companies keep saying they are adopting AI, but who is going to develop it?” Tara Chklovski, Technovation's chief executive said. “This isn't even a gender issue anymore, but a talent issue.”
She also points to future innovation challenges around AI when there isn't diversity among the developers.
“Companies have an urgent need to show shareholder value and new areas of innovation ... but with only a certain mindset, you will have only a certain kind of innovation,” she said, noting that companies need to tap into the new kinds of thinking and problem-solving that women can bring to the forefront.
For an estimated $48 per student (the cost of implementing an evidence-based, three-month tech program on a national level), Chklovski said countries have a real opportunity to build their future workforce by investing in AI skills today.
The evidence shows that when girls aged eight to 18 are engaged in community-based, mentor-supported tech programs, 60 per cent go into technology careers. The alliance's report said expanding such efforts could grow the number of women technology professionals up to eight million by 2038, contributing an estimated $212 billion to the global economy. TAIFA has published a tool kit for governments and allies with resources to help accomplish this goal.
Chklovski said companies can no longer afford to make just incremental growth in technology talent year to year since AI technology is changing so rapidly.
“You don't have enough employees ready to tackle this," she said. "Make a commitment now and the return on investment will be massive."