Fractional CHRO
CAIA Assessment
AI & HR Risk
Clear oversight for a new category of exposure.
AI didn't create HR risk. It changed the speed, scale, and visibility of it.
Most companies already use AI in hiring, performance tools, and workforce analytics. That means people decisions are being influenced by systems leaders don't fully see.
My role is to bring structure, human accountability, and calm decision-making to that reality.
Deep Dive: Navigating AI & HR Risk
Why AI Changes HR Risk
Traditional HR risk was slow. Emails, conversations, and manual decisions.
AI changes that fundamentally. The pace and pattern of risk evolves.
Decisions scale instantly
What once took weeks now happens in seconds across entire populations.
Patterns repeat quietly
Systems replicate the same logic thousands of times without visibility.
Bias can hide inside tools
Algorithmic preferences operate beneath the surface of conscious review.
Documentation often doesn't exist
Decision trails vanish into black boxes and vendor platforms.
When AI influences hiring, promotion, or termination, the risk profile changes. Not because of the tool itself, but because of how it's used.
Where AI Already Shows Up in HR
Most leaders underestimate this. AI is commonly embedded across your HR technology stack.
Resume screening and candidate ranking
Automated filtering and scoring of applicant pools.
Assessments and pre-employment testing
Personality, skills, and culture-fit evaluations with algorithmic scoring.
Performance and engagement tools
Sentiment analysis, performance predictions, and retention risk models.
Workforce planning and analytics
Talent forecasting, succession planning, and organizational design.
Scheduling and productivity systems
Automated shift assignments and performance monitoring.
These tools affect real people decisions. That's where oversight matters.
What "High-Risk" Means in HR
High-risk does not mean "advanced" or "scary."
It means the system influences outcomes for individuals. Decisions affect employment, pay, or opportunity. Errors or bias can cause real harm.
Hiring and rejection decisions
Who gets interviewed, advanced, or offered a position.
Promotion and advancement
Access to opportunities, raises, and career progression.
Discipline and termination
Performance management actions that affect employment status.
Workforce reduction planning
Layoff selection criteria and restructuring decisions.

This is why human judgment cannot be removed from the process. Technology informs decisions. Humans remain accountable for outcomes.
The Colorado AI Act (SB 24-205)
For Colorado employers, expectations are now explicit. The law focuses on accountability, not prohibition.
01
Preventing algorithmic discrimination
Systems must not produce discriminatory outcomes based on protected characteristics.
02
Identifying high-risk AI systems
Classification of tools that substantially influence employment decisions.
03
Ensuring human oversight
Meaningful human review before consequential decisions take effect.
04
Documenting decision processes
Clear records of how systems operate and decisions are made.
05
Addressing issues before harm occurs
Proactive monitoring and correction of problematic patterns.
This is not about banning AI. It's about being able to explain and defend how decisions are made.
I help companies meet these expectations as part of normal HR governance.
How I Handle AI Risk as a Fractional CHRO
This is not a standalone compliance exercise. AI governance integrates with how HR operates.
1
Identify where AI influences HR decisions
Map the technology landscape and decision touchpoints.
2
Classify tools by risk level
Determine which systems require heightened oversight and documentation.
3
Define where humans must intervene
Establish decision gates and approval requirements.
4
Establish documentation standards
Create audit trails that demonstrate reasonable oversight.
5
Align practices with legal expectations
Build frameworks that meet regulatory requirements.
6
Coordinate with employment counsel when needed
Engage legal partners for complex or high-exposure situations.
As part of fractional CHRO work, AI governance becomes part of how HR operates. Not an extra layer bolted on.
Vendor Risk and Oversight
Most risk enters through vendors. Understanding what you're buying matters.
Many HR tools present challenges:
Use opaque models
Limited transparency into how algorithms make decisions.
Change features without notice
System updates alter behavior without user awareness.
Provide limited documentation
Insufficient detail about methodology and validation.
Shift responsibility back to the employer
Contractual language places liability on the customer.
I help leaders:
  • Ask the right questions during procurement
  • Understand where risk sits in the relationship
  • Decide what is acceptable for your organization
  • Document oversight decisions appropriately

You don't need perfect answers. You need reasonable, defensible ones.
What This Is Not
Clarity matters. This work has specific boundaries.
Not legal advice
I coordinate with employment counsel. I don't replace them.
Not a technology audit
This is HR leadership, not IT assessment or security review.
Not a compliance checklist business
I build governance into operations, not sell templates.
Not fear-based selling
I focus on reasonable controls, not manufactured panic.
It is HR leadership applied to modern tools. Practical oversight for how people decisions are actually made today.
When This Matters Most
AI and HR risk rise during specific organizational moments. Timing affects exposure.
Rapid hiring
Volume creates pressure to rely on automated screening and ranking.
Layoffs or restructures
Selection criteria face heightened scrutiny and legal risk.
Performance management changes
New systems alter how decisions about people are made.
New tool adoption
Implementation without governance creates immediate exposure.
Regulatory scrutiny
Investigations or audits demand documentation you may not have.

If any of those are happening, waiting increases exposure. The best time to establish oversight is before you need to defend a decision.
The Outcome
Companies that handle AI risk well create operational and strategic advantages.
4
Core Benefits
Strategic advantages from proper AI governance
Make better people decisions
Combining AI insights with human judgment improves outcomes.
Reduce legal exposure
Clear oversight and documentation create defensible positions.
Keep leaders accountable
Defined processes ensure responsibility remains with humans.
Stay calm under scrutiny
Preparation enables confident responses to questions.
The goal is not perfection. It's control.
Let's Talk
If you're using AI in HR, this already applies to you.
The first conversation focuses on what matters now:
01
Where AI shows up today
Mapping your current technology and decision landscape.
02
Where risk actually exists
Identifying high-exposure areas requiring attention.
03
What needs structure now
Prioritizing immediate governance actions.
04
What can wait
Building a reasonable timeline for full implementation.