HR professionals are likely sick of hearing exaggerated predictions about how AI is going to take over HR jobs faster than Beyoncé can record her next album.

But it’s not the robots stealing jobs that HR leaders should focus on. Instead, maybe it’s time to get curious about how ChatGPT might make parts of the job less tedious.

According to Joshua Merrill, CEO at Confirm, an AI-powered startup, ChatGPT can draft performance reviews based on feedback from several colleagues. He claims that by asking a few pointed questions to an employee’s peers about work and collaboration, ChatGPT has enough information to aggregate an accurate performance review.

Tech takeover? Some companies have used AI in the performance review process since at least 2018, but some research found that AI exacerbated or introduced bias. And some experts speculate that while there could be a role in using ChatGPT specifically for drafting performance reviews, the technology isn’t necessarily ready for wide use.

System glitches. ChatGPT could introduce new problems to performance reviews, according to an expert who spoke to HR Brew. Performance management and recruitment software company Textio recently conducted a ChatGPT experiment that found that, when given generic yet traditionally gendered information, such as a certain role or industry, the technology created gender-biased performance feedback. The experiment also found that ChatGPT, “doesn’t handle race very well.”

Vikram Bhargava, assistant professor of strategic management and public policy at George Washington School of Business, told HR Brew that bias can occur when ChatGPT content is used uncritically. For example, if an employee is referred to as “bubbly” (a term often exclusively used to describe women), ChatGPT could take these gendered words and create a gender-biased review. While bias is not unique to the technology, it can magnify the already biased data.

Keep reading.—KP

Casey Bailey remembers the time before remote work. As a former head of global HR business partnerships at Uber, remote work used to be a rarity. “There was no way Travis [Kalanick] was going to have engineers not sitting in engineering hubs working together,” Bailey told HR Brew. But then, as you might recall, the pandemic shook things up a bit.

Building a remote workforce can present a maze of hurdles related to regulations and compliance—Bailey knows this firsthand as HR tech company Deel’s head of people, where she’s led the company’s efforts to rapidly scale over the last two years, building out a global team, often using its own product to handle payroll and compliance. Bailey talked to HR Brew about the company’s recent trajectory, in addition to how to keep the company’s almost 2,600-strong remote workforce engaged, and the importance of centralizing an HR tech stack.

How do you keep your remote workforce engaged? How do you calibrate engagement?

We recently ran our first engagement survey last November. We went from 50 to 550 people in 2021, and [then] 550 to 1,900 in 2022, and now we;re closing in on 2,600. We sit in almost 100 countries around the world.

We thought it would be pretty interesting to see the differences in who was hiring…[was it] managers, leaders, [or] talent acquisition getting involved in that evolution? From a value standpoint, how are people feeling about working at Deel every day and the work that they do? It’s pretty interesting, because [according to the survey] 94% of people feel proud to work at Deel. But more than that [were] the comments people left about the work, how closely they feel aligned to the mission of what we’re doing because they’re able to sit remotely in these various countries around the world, and also they’re able to connect [clients] to the same type of employment opportunities for really cool companies around the world.

What’s your approach to keeping younger, entry-level employees engaged? Keep reading.—SB

The average human resources team is sitting on a data gold mine. People analytics can be linked to driving business value. If you are looking for information on how to make data work for HR, join us on March 28 for a free virtual event sponsored by CareerBuilder.

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*This editorial content is supported by CareerBuilder.

Most US adults believe it’s the federal government’s responsibility to make sure that all people have healthcare coverage—but they also think that Washington officials shouldn’t get into the business of providing health insurance.

That’s the latest takeaway from Gallup’s 2022 annual health and healthcare poll. And the nuanced finding is largely on par with respondent opinions reported to the national pollster in recent years.

The findings: Almost six in 10 US adults surveyed (57%) told Gallup that the federal government should ensure healthcare coverage. A similar majority (53%) also said they prefer that the US healthcare system be based on private—not government-run—insurance.

Since 2015, more than half of the respondents have consistently said it’s the government’s responsibility to ensure healthcare coverage (and before that, from 2000–2008, this figure was steadily around 60%), according to Gallup’s trend data. Meanwhile, preference among respondents for a private insurance-based health system has hovered above 50% for much of the last decade—only dipping below that to 48% in 2017.

Keep reading on Healthcare Brew.—SY

Today’s top HR reads.

Stat: Some 78% of employers with workforce mobility programs see a positive ROI. (EY)

Quote: “When it comes to employees sharing the experience they had with their former company, they seem to be following an important unspoken rule: praise in public and protest in private.”—Sarah Aviram, HR consultant, on why employees may not speak out against employers, regardless of new NLRB rules (BBC)

Read: High school students are increasingly skipping college, opting for employer-funded apprenticeships instead. (the Wall Street Journal)