BHP Harnesses the Power of ‘ChatGPT’ for Leadership Framework Analysis

Indeed, BHP’s decision to use ChatGPT for analyzing and updating their leadership framework reflects a growing trend in leveraging AI for tasks that were traditionally managed by human experts. The successful application of ChatGPT in this context demonstrates the expanding trust in AI technologies for meaningful contributions to organizational development and decision-making processes.

BHP is exploring the capabilities of generative AI, with a focus on people management and leadership. ChatGPT is being employed to analyze and update the company’s leadership framework, showcasing the potential of AI in tasks related to organizational development and strategic decision-making.

One noteworthy application involves the update of BHP’s leadership framework to align with evolving cultural aspirations. Instead of opting for traditional consultants in a typical six-week project, BHP uploaded comprehensive documents, such as a 90-page culture baseline assessment in PowerPoint format and HR policy documents, to engage ChatGPT in exploring, refining language, and analyzing the effectiveness of the leadership framework.

The AI demonstrated its capabilities by addressing gaps in the framework and emphasizing the crucial role of implementation. BHP views generative AI as a versatile tool capable of enhancing HR transactions, personalizing elements of workplace culture, and empowering HR personnel for more efficient and strategic tasks. The company is setting up a sandbox environment to showcase ChatGPT’s capabilities, aiming to go beyond mere hype and demonstrate its concrete value to executives.

“Within BHP’s exploration, three primary opportunities for generative AI have been identified. The first revolves around improving the efficiency of everyday HR transactions, offering a quicker and more human interaction for the workforce. By streamlining the process of addressing queries and cases, BHP aims to enhance the overall experience for employees, reducing frustration and facilitating faster responses to their needs, ultimately creating a more efficient HR interaction model.”

“The second opportunity centers on using generative AI to shape, personalize, and customize elements contributing to workplace culture and internal capability. This strategic use of AI seeks to assist leaders and employees in achieving their full potential by optimizing and personalizing critical moments throughout the employee lifecycle. By tailoring these elements, BHP aims to create a more dynamic and supportive work environment.

“The third opportunity focuses on empowering HR personnel to be more efficient and creative in their roles through AI-based augmentation. By leveraging generative AI, HR professionals may enhance their efficiency, offering superior strategic advice, particularly by drawing insights from precedent data related to similar cases. This approach envisions a form of ‘copilot’ for certain types of HR personnel, enabling quicker and potentially more informed decision-making.”

“BHP envisions generative AI as a catalyst for ‘precision leadership’ within the company, drawing parallels to precision maintenance in mining. The company aims to leverage data, experience, and AI insights to define what ‘precision leadership’ entails and how these tools can assist leaders in being their best in various work scenarios. This forward-looking approach reflects BHP’s commitment to utilizing generative AI to optimize leadership strategies and enhance the overall employee experience, marking a potential paradigm shift in how leadership is approached and refined within the organization.”