I’ve made several posts espousing the responsible use of AI in human resources and talent management. And while I am a proponent of these platforms’, I have shared many posts that bring awareness to the risks. A few of the resources include 1) How to Address Racial Biases and Algorithmic Discrimination in HR? 2) Ethical AI: A New Strategic Imperative for Recruiting and Staffing, 3) What AI Regulations From the EU and FTC Mean for HR Practitioners and HR Technology, and 4) How to Tap the Talent Automated HR Platforms Miss. This new article points out the risk of developing a “reliance” on AI to decide for us rather than augmenting human judgment. It argues that when we employ judgment, our decisions take into account the social and historical context and different possible outcomes. Judgment relies not only on reasoning but also, and importantly so, on capacities such as imagination, reflection, examination, valuation, and empathy. Algorithmic systems, in contrast, output decisions after processing data through an accumulation of calculus, computation, and rule-driven rationality. While I share these concerns, the opportunity before us is to figure out how we can tap the potential of AI for HR and talent management while minimizing the risks. One tactic is to develop the capabilities of users of these platforms to critically evaluate the output produced by AI platforms and apply human judgment when making decisions. Just as we have reduced the risks associated with flying a plane or driving a car through various safety tactics and protocols, we need to apply critical thinking and innovative solutions that mitigate unintended consequences associated with AI.