"This is the part where I think humanity and trust has to be part of how you are using AI in your company," said Canney. "In our company, we have a group of us that are focused on that, so that we are still maintaining our values and … making sure that [AI] isn't violating anything that we would be not proud of here but using it in a way that is augmenting what we are proud of."
In the end, said Canney, HR leaders need to lead the way in their organization's responsible use of AI.
"You can't release AI into your company and into the world without having a caretaker of the AI. And my team takes that very seriously, particularly as it relates to our human resource area," said Canney.
More Takeaways from Jacquie Canney in the People + Strategy podcast:
Remote, hybrid, or in-office: Employers 'have to earn the commute.' "At ServiceNow, we have personas that our people aligned to with their managers. You can be a flexible employee, which means you're in the office one to three days a week—preferably we try to center on two. Or you're a remote employee and you were probably hired in a role that you can work from home all the time. Or you're an employee that comes to the office all the time.
"Globally, we have more than 90 percent of our people in that flexible category. If somebody's in a persona that doesn't work for them or their job has shifted, we have these open conversations that move people between those personas. So far, that's been working for us. I'm in New York, and I take personal responsibility to help lead this office so that there are moments that matter that bring people into the office, whether it's social events, learning opportunities, community events, or philanthropic events. We build a programming around that. We believe that we have to earn the commute. It's not just telling people that they have to come in."
What's the best path to the C-suite? Regarding whether HR professionals who want to reach the C-suite should stick with their current employer or job hop their way to the top: "I think you need to be constantly asking yourself, 'Are you growing and are you learning?' Start with 'Do your values align with the company?' And if you're growing in your learning and your values align with the company, you can stay and have an amazing long run like I did at Accenture [where she worked for 25 years]. … I could see why people are thinking about, 'Do I have to keep moving to jump to the C-suite?' I don't think you do if you're in the right place, but you should take a risk at the time when you're ready for it."