Since grade school, M.S. in Human Capital Management (HCM) lecturer Nabeel Ahmad has had an interest in software and product development—always tinkering with objects and trying to understand how they worked. As he advanced in school, this curiosity evolved from learning tactical skills to strategic thinking. He pursued undergraduate studies in business and technology and later completed his doctoral work at Columbia’s Teachers College, focusing on education technology.
His research explored how organizations use mobile technology, especially after the iPhone launched, to improve learning outcomes. This intersection of business, technology, and learning led him to the human resources (HR) field, specifically through learning and development. His work now focuses on human capital and understanding how to develop organizational strategies using technology.
We spoke to Nabeel about how developments like AI and ChatGPT impact human capital management and how he adapts his courses to keep up with these technological advancements.
What inspired you to teach?
I always enjoyed describing concepts to people. People often told me that I had a unique way of explaining things without talking down to them. I learned early on that the ability to communicate well is often more valuable than technical knowledge. Teaching is a formal way to share what I know and help remove learning barriers for others.
What courses do you teach?
I teach two courses in the HCM program. The first course is Digital HR and the Digital Workplace, which focuses on how HR professionals and leaders can leverage technology in their strategies. We cover the tactical applications of tools like AI, data analytics, and social media to solve HR problems.
The second course is Organizational Strategy and Learning, which focuses on how companies can invest in a learning culture to improve business performance. The course is case-study-heavy, showing how organizations encounter and solve issues like reintegrating employees after long breaks, such as mothers returning from maternity leave. Both courses aim to bridge the gap between academic research and practical application.
What’s your favorite part of working with students in the program?
Many of the students are professionals who come from various backgrounds—some are on HR teams of one or two people in small companies, while others work in larger enterprises. It’s rewarding to see them take class concepts and immediately apply them to their workplace. It makes the learning experience highly relevant, dynamic, and exciting.
How do you keep up with advancements like AI and ChatGPT, and how do you incorporate them into your teaching?
Keeping up with technology is a bit like buying the latest gadget—you have to make a decision and move forward, knowing it will eventually become outdated. We’ve redesigned the Digital HR and the Digital Workplace course a few times because initially AI wasn’t a big focus, but now with tools like ChatGPT, we’ve updated and enhanced the curriculum. I approach these changes by focusing less on the specific technologies and more on what problems they solve. I teach students to be flexible and consider the broader strategic implications, not just chase the latest shiny object.
Is the shift to AI more complex than past technological advances like the iPhone?
With the iPhone, we saw similar consumer demand cross into the workplace, but AI presents more ethical and operational challenges. AI can help solve business issues, but there’s also concern about data security, transparency, and bias. Organizations are often hesitant to use AI because of the risks involved. In HR, for example, if AI is used in hiring and it makes biased decisions, the consequences can scale quickly. While AI has transformative potential, it requires a careful, nuanced approach—far more so than adopting mobile technology years ago.
What do you think is the value of an M.S. in Human Capital Management, especially for someone mid-career?
The value of the master’s in HCM lies in gaining more advanced skills in human capital management and HR. Our program especially emphasizes HR’s contribution to the organization’s business or other objectives by connecting the different parts of HR to act more strategically and based on data. The program brings people into an intimate learning environment where they can connect with others in similar—or different—roles and organizations. This fosters valuable peer-to-peer learning and helps build a broader understanding of the field.
About the Program
The Columbia University M.S. in Human Capital Management program prepares graduates to be world-class HCM strategists able to address changing needs in building and motivating talented, engaged workforces in the private, public, academic, and not-for-profit sectors. The program is available part-time, full-time, on-campus, and online.
