HR views on Gen AI’s potential integration for the learning and development of young professionals

Introduction
Generative artificial intelligence (GenAI) tools generate content that helps knowledge workers to complete varied tasks (Budhwar et al., 2023; Dwivedi et al., 2023; Lim et al., 2023), with immediate and customised assistance (Chan & Hu, 2023; Chen et al., 2023).
As GenAI is increasingly being used within organisations, it can disrupt various aspects of business, work, management, and knowledge (Dwivedi et al., 2023). Making sense of GenAI and navigating its implications requires adaptive sensemaking to continuously build and revisit meanings (Kieran et al., 2022). However, scholarship on GenAI is in its early stages, with growing interest identified in HR (Budhwar et al., 2023; Cress & Kimmerle, 2023), educational (Chan & Hu, 2023; Chen et al., 2023; Lim et al., 2023), marketing (Kshetri et al., 2024), and interdisciplinary research (Dwivedi et al., 2023; Sætra, 2023).
GenAI is particularly relevant for young professionals, who represent the largest labour cohort (Elayan, 2022), are cognizant of GenAI’s potential (Sætra, 2023) and risks, and believe it will profoundly impact their careers (Chan & Hu, 2023).

Purpose
Considering Budhwar et al.’s (2023, p. 623) call for research on “organisational stakeholders[’ perceptions of] the use of ChatGPT in the workplace” and the role of HRPs as change agents, this study explores HRPs’ usage of GenAI, their perceptions regarding its integration within organisations, and its potential to help professionals navigate, learn and develop themselves in their early careers. Because sensemaking shapes organising processes (Brown et al., 2015) as the environment changes (Kieran et al., 2022), HRPs’ sensemaking can support or impede the adoption and implementation of GenAI within organisations.

Methods
This exploratory study draws from the narrative analysis of 38 semi-structured online interviews with HRPs, covering GenAI usage and understanding, organisational integration, early career challenges, and expectations for the GenAI-assisted L&D of young professionals.

Expected results
HRPs may not all use GenAI in their work and those who do are currently experimenting with it, implying that their perspectives are quite diverse and somewhat limited.

Possible conclusions
HRPs’ narratives around GenAI can influence its integration, fostering or impeding empowerment and engagement. Through joint efforts, GenAI could assist, boost, and redefine career and team development.