AI in Coaching: Key Ethical Considerations for HR Leaders For 2025 And Beyond

As artificial intelligence (AI) becomes increasingly integrated into coaching practices within organisations, HR leaders must navigate a complex landscape of ethical considerations to ensure responsible and effective implementation. The Chartered Institute of Personnel and Development (CIPD) has emphasised the necessity for HR professionals to engage responsibly with AI technology and develop clear policies for their organisations.

The integration of artificial intelligence (AI) into coaching has progressed to a stage where it effectively supports various administrative and preliminary tasks, enhancing the overall coaching experience. Currently, AI applications in coaching are primarily focused on:

1. Coach Matching: AI algorithms analyze client profiles and preferences to recommend suitable coaches, streamlining the selection process and ensuring better alignment between clients and coaches.
2. Meeting Coordination: AI-powered scheduling tools facilitate the arrangement of coaching sessions by managing calendars, sending reminders, and handling rescheduling requests, thereby reducing logistical challenges.
3. Preliminary Interactions: Some AI systems engage in basic conversational exchanges with clients, gathering initial information and setting the stage for more in-depth human-led coaching sessions.

Despite these advancements, AI has not yet reached a level where it can replace human coaches in live, interactive sessions. The nuanced understanding, empathy, and adaptability that human coaches provide remain beyond the current capabilities of AI. As noted in a recent article, "AI has the potential to revolutionise the coaching industry, making it more accessible, consistent, and affordable," but it is not a replacement for human coaches.

So what should HR leaders be considering when it comes to the discussion about AI in coaching?

As AI continues to make strides in supporting the coaching landscape, HR leaders are faced with the task of balancing innovation with ethics. While AI tools are already aiding in administrative aspects such as matching clients with coaches, managing schedules, and conducting preliminary interactions, the technology has yet to replace the nuanced, empathetic human touch necessary in live coaching sessions. In considering the potential of AI in coaching, HR leaders need to address critical ethical and practical concerns—including fairness, transparency, data privacy, and the irreplaceable value of human oversight. By navigating these considerations thoughtfully, organisations can leverage AI to enhance their coaching offerings without compromising integrity or employee trust.

1. Bias and Fairness

AI systems can inadvertently perpetuate existing biases present in their training data, leading to unfair treatment of certain employee groups. For instance, AI algorithms used in recruitment have been found to favour male candidates over female ones, and certain universities over others due to biased historical data.

HR leaders must ensure that AI tools in coaching are rigorously tested and audited to identify and mitigate such biases, promoting fairness and equality in employee development.

2. Transparency and Explainability

The decision-making processes of AI systems can often be opaque, making it challenging for employees to understand how certain coaching recommendations are generated. This lack of transparency can erode trust in AI-driven coaching initiatives. HR leaders should advocate for AI systems that provide clear explanations for their outputs, enabling employees to comprehend and trust the guidance they receive.

3. Data Privacy and Confidentiality

AI coaching tools typically require access to personal and professional data to deliver tailored advice. Safeguarding this information is paramount to maintain employee trust and comply with data protection regulations. HR leaders must ensure that AI systems adhere to stringent data privacy standards, with robust measures in place to protect sensitive information from unauthorised access or misuse.

4. Autonomy and Human Oversight

While AI can enhance coaching by providing data-driven insights, it should not replace human judgement. The CIPD advises that HR professionals take the lead in engaging responsibly with AI technology, ensuring that human oversight remains central to coaching processes.

Maintaining a balance between AI assistance and human expertise is crucial to preserve the personal and contextual nuances essential in effective coaching.

5. Accountability and Ethical Governance

Establishing clear accountability structures is vital when integrating AI into coaching. HR leaders should develop comprehensive policies that define the ethical use of AI, delineate responsibilities, and outline procedures for addressing any ethical dilemmas that may arise. This proactive approach ensures that AI applications align with the organisation's values and ethical standards.

In conclusion, as AI continues to transform coaching practices, HR leaders play a pivotal role in ensuring its ethical deployment. By addressing concerns related to bias, transparency, data privacy, autonomy, and accountability, HR professionals can harness the benefits of AI while upholding the integrity and fairness of coaching processes within their organisations. While AI serves as a valuable tool in automating and enhancing certain aspects of the coaching process, the core of live, interactive coaching continues to rely on human expertise and interpersonal skills.

In addition to these considerations, if you’re an organisation operating in the EU, you will also have cybersecurity and liability questions you want addressed by your provider. See here for more resources: 1 & 2

About the Author:

Alexandra Lamb is an accomplished organisational development practitioner, with experience across APAC, North America, and MENA. With 20+ years in professional practice, conglomerates, and startups, she has collaborated with rapid-growth companies and industry innovators to develop leaders and high-performance teams. She is particularly experienced in talent strategy as a driver for business growth. Drawing from her experience in the fields of talent management, psychology, coaching, product development, and human-centred design, Alex prides herself on using commercial acumen to design talent solutions with true impact.