Since the release of ChatGPT at the end of 2022, artificial intelligence has become a topic of intense discussion across industries. The excitement often mirrors the hype surrounding new technologies, but many believe AI could be different. Its capacity for self-improvement and automation has the potential to transform knowledge work in ways similar to how the industrial revolution transformed manual labor.

This rapid rise has put business leaders under pressure to explore AI adoption quickly, but the technology also carries significant risks—particularly in human resources, where decisions are inherently complex, ethical, and socially nuanced. Allowing AI to influence hiring, promotion, or other critical workforce decisions can raise concerns about fairness, legality, and bias. The US Department of Justice has already warned that AI-powered selection tools could violate the Americans With Disabilities Act if used improperly.

While recruitment, performance management, and promotions present these immediate challenges, learning and development (L&D) offers a less risky and potentially high-impact entry point for AI experimentation.

L&D as a Testing Ground for AI

Every organization must evaluate the risks and benefits of AI adoption within its specific context. For some, regulatory and compliance pressures may amplify risk, while in other areas, experimentation may be safer.

Even with current commercial tools, AI can deliver real value in employee learning:

• Individualized and adaptive learning: AI can tailor course content and delivery to fit each learner’s needs, adapting to their pace, preferences, and knowledge gaps.
• Virtual assistance: One-on-one guidance becomes scalable as AI interacts intelligently with learners, answering questions and providing feedback.
• Automated content creation: Generative AI can transform a single repository of content into multiple formats, producing video, text, or interactive material suited to individual learning styles.

These capabilities show that L&D is well positioned for experimentation. Yet, curiosity alone is not enough—organizations must approach AI with precision and discipline.

Precision Matters

Before implementing AI, it is critical to understand exactly what the technology can and cannot do. At the Myers-Briggs Company, for instance, assessments like the MBTI® provide valuable insights for development but are not valid tools for hiring, promotion, or performance evaluation. Similarly, AI tools that can measure competencies should initially be deployed in learning and development rather than high-stakes selection processes.

Overestimating AI’s current capabilities can create legal, ethical, and operational risks. By starting in L&D, organizations can explore AI’s potential while minimizing harm.

Assessing Risk and Benefit

A practical framework for selecting AI projects comes from the Harvard Business Review, which evaluates initiatives along two dimensions: risk and demand.

• Risk: How much harm could occur if the technology fails or produces biased outcomes?
• Demand: How necessary are the capabilities the AI provides for achieving organizational objectives?

L&D often scores high on demand, since employees benefit directly from improved learning, and low on risk, as mistakes rarely have legal or reputational consequences. This makes it an ideal starting point for AI deployment.

Start with the Basics

Even within L&D, organizations must understand their existing capabilities and objectives before introducing AI. Key questions include:

• Are diversity, equity, and inclusion objectives clearly defined, and is the organization effectively measuring progress?
• Are bias, discrimination, and fairness already addressed in selection processes?
• Are current assessment tools reliable, valid, and fair?

If these areas are not yet solid, deploying AI in selection or promotion could create unpredictable and avoidable risks. L&D offers a controlled environment where AI can support objectives without introducing significant ethical or legal concerns.

The Path Forward

Whether organizations adopt AI immediately or wait, L&D provides a promising and low-risk arena to explore its potential. Adaptive learning, virtual assistance, and automated content generation are just the beginning of what AI can contribute to employee development. Starting in L&D allows organizations to experiment, learn, and refine AI strategies in a space where benefits are tangible and risks are manageable.

By beginning with learning and development, organizations can build confidence, demonstrate impact, and prepare for future AI applications across broader HR functions. AI may ultimately transform knowledge work in HR, and L&D offers the clearest path to start that journey safely and effectively.