There’s no denying it: AI is changing the way we work.
From drafting documents to summarising data, AI can save hours of time and offer useful starting points. Used well, it enhances productivity and consistency. Used poorly, however, it risks something far more serious; removing human judgment from decisions that directly affect people.
Recently, there has been a widely discussed case where it was alleged that a judge relied on AI-generated wording in a formal decision. The language used strongly suggested it had come from an AI platform. Whether intentional or not, it raised an important and uncomfortable question:
Should AI ever be involved in making decisions that impact people’s lives and livelihoods?
AI Assists, It does not understand:
- context in the way humans do.
- does not read the room.
- does not grasp nuance, emotion, intent, or consequence.
What AI produces is based entirely on:
- The data it has been trained on
- The prompts it is given
- The patterns it predicts as “most likely”
That means its output is only as balanced as the information it has stored. If that data leans one way, the response will also; even if it sounds confident, neutral, or authoritative.
Why This Matters in Employee Relations
Nowhere is this more critical than in employee matters, particularly:
- Grievances
- Disciplinary processes
- Performance disputes
- Dismissals
- Workplace conflict
These situations are rarely clear-cut. Two cases may look identical on paper but require completely different approaches once you consider:
- Individual circumstances
- Workplace history
- Behaviour patterns
- Legal risk
- Cultural impact
- The long-term effect on the wider team
AI can help draft a letter or outline possible approaches.
It cannot decide what is fair, reasonable, proportionate, or defensible.
The Cost of Removing the Human Element
When organisations rely too heavily on automated or AI-driven outputs in people decisions, they risk:
- Poor judgment calls
- Escalating conflict rather than resolving it
- Legal exposure
- Loss of trust from employees
- Reputational damage
Employees want to know they have been heard, not processed. When matters of contention arise, it’s not just about what is said; it’s about how and why decisions are made.
Where an HR Consultant Adds Real Value
This is where human expertise cannot be replaced.
As an HR consultant, my role is not to generate generic responses, it is to:
- Interpret complex situations
- Challenge assumptions
- Sense when something doesn’t sit right
- Advise on risk, fairness, and impact
- Balance legal obligations with human outcomes
AI can offer wording options. I offer judgment.
In contentious matters especially, having a human advisor means there is space to say:
- There’s another way to handle this.
- This might be legally correct, but it’s not the right commercial decision.
The Right Balance
AI has its place. It can support efficiency, provide structure, and assist with drafting.
But it should never replace human decision-making where people are concerned.
The strongest organisations will be those that use AI as a tool, while ensuring that final decisions remain grounded in experience, empathy, accountability, and professional judgment.
When it comes to people, there must always be a human in the room.
For tailored, personalised HR solutions that align with your business goals, contact Leonie Goodman Consulting for independent HR support that increases engagement, retention and compliance.