The fifth in our series of webinars explored how AI is becoming part of everyday working life, cutting through the noise to explore the real‑world challenges and opportunities facing the workforce as AI adoption accelerates. focused on how artificial intelligence is empowering patients and carers to take a more active role in their health and wellbeing. Unpacking why good data matters, how to avoid common pitfalls such as assumptions and hallucinations, and what an ethical approach really looks like when you’re under pressure to use new tools.
Should ISO 42001 equivalent training / familiarisation be rolled out to all public sector employees in Scotland?
There are no plans for this currently. It will be up to individual organisations to consider the training needed in their organisation.
Can you speak more about the ethics of using commercial LLMs in the first place?
Use of commercial LLMs should be considered from many factors, including data to be entered into it as well as all the matters listed above. If there is no other way of doing something, and it requires to be done, then an appropriate governance model and risk assessment should be completed prior to use.
My organisation does not currently have a policy on how to record/retain AI-generated text summaries of meetings. What are other people doing with these?
Organisations should have this as part of their Information Governance Guidelines. It is recommended to raise this within your organisation.
How can someone (a named person) be responsible for an AI application if it is self-improving and/or based on machine learning and so the model/ algorithm is unknown and/or changing?
Someone still needs to be responsible for the spend and the approvals within an organisation to use the tool, and to actively seek assurances of the application. The EU AI Act has available information on this.
What issues are there surrounding the ownership of products produced with AI, e.g. if the NHS produced a clinical system using AI coding, what aspects of ownership should be considered in terms of the code and business processes implemented?
This should be no different from any other technology purchase with an Senior Responsible Officer (SRO) for oversight and appropriate governance in place.
Are there plans to recruit people who can bridge the knowledge gap between Digital/AI/Tech and how they will be implemented in different services?
It is a matter for individual organisations to determine, in line with their own service transformation priorities and approaches. Decisions about recruiting or developing roles to bridge digital, AI and technology knowledge with service delivery should align with how services are being redesigned and implemented.