Audits, Formal Disclosures, and Statements
Service Overview
Internal governance programs protect both developers and users of technologies. Logging, documentation, programs, and audits have complexity with overlaps, and require monitoring – and we lead or assist with all.
We address AI, pay equity, human resources and employment frameworks, or external regulation reporting.
AI in Employment
AUDITS
Across jurisdictions, AI use in employment is increasingly subject to mandatory audits, transparency rules, and fairness standards—and regulators are no longer waiting for misuse to act. Several laws already require annual bias audits or public accountability measures for companies using automated employment decision tools.
Examples include New York City, Local Law 144 (2023) mandates independent bias audits before using AI in hiring or promotion, with public disclosure of audit findings and candidate notification protocols. In Illinois, HB 1811 and SB 2203 (pending final rules) require employers to conduct impact assessments and report demographic metrics when using video-based or algorithmic screening. In California, the proposed No Robo Bosses Act (SB 7) outlines required audits for workplace algorithms and calls for human oversight in significant employment decisions. The EU AI Act, adopted in 2024, imposes strict documentation and risk classifications for employment-related AI systems—many of which are considered “high risk” and subject to pre-deployment testing and ongoing compliance.
—
DISCLOSURES
Each location and geography has specific language related to disclosing:
- How AI is used during recruiting and employment actions
- When it should be disclosed
- How and if applicants or employees can challenge outputs
- How and if applicants or employees can opt-out
We craft narratives that align with each specific jurisdiction and when replicate that language when for efficiency and as available. The language can be used on websites, position descriptions, policy pages, and within internal or external audit documentation.
HR / Human Capital Metrics
EXTERNAL AND INTERNAL DISCLOSURES
Aspen builds submission-ready human capital analytics using the globally recognized ISO 30414 standard—giving organizations the clarity and credibility needed for regulatory disclosure. Whether you’re aligning with EU CSRD requirements, preparing sustainability filings in Latin America, or supporting workforce transparency across Asia or Africa, we help distill complex employment data into structured, regulator-friendly documentation.
Our reporting services translate ISO 30414’s 11 pillars—covering diversity, productivity, leadership, and workforce investment—into jurisdictional formats compatible with agencies like Germany’s DIN, the European Commission, Brazil’s CVM, South Africa’s JSE, and Japan’s ISO-aligned audit protocols. We don’t just generate metrics—we build full narratives and governance-ready materials for annual submissions, ESG filings, and internal audits.
With Aspen, you get human capital disclosures that are traceable, defensible, and future-compliant. Whether for public accountability or regulatory alignment, we ensure your workforce reporting is built to lead.
Pay Equity & Transparency
PAY EQUITY DISCLOSURES
Aspen delivers pay equity reporting solutions that go beyond compliance to unlock clarity, credibility, and confidence in workforce decisions. Whether you’re responding to regulatory mandates in France, California, or Canada—or aligning with global standards like ISO 30415—we build customized reports that trace salary trends, flag outliers, and validate fairness across role, gender, tenure, and geography.
Our platform translates raw compensation data into submission-ready analyses structured for legislation like France’s Gender Equality Index, California’s Pay Transparency Act, or New York’s wage disclosure laws. For companies operating globally, we unify jurisdictional pay mandates with defensible methodologies that meet audits, stakeholder demands, and ESG frameworks.
Aspen doesn’t just surface the numbers; we craft narratives that explain pay philosophy, equity initiatives, and remediation strategies—ready for boardrooms, regulators, or public release. With tools for benchmarking, progress tracking, and legal defensibility, our pay equity solutions help employers demonstrate not only where compensation stands today—but where it’s headed.
—
WAGE TRANSPARENCY & SOLICITATION PAY EQUITY DISCLOSURES
Both are strong but often forgotten. Understanding what should be disclosed and transparency to applicants regarding wages has shifted. There are dozens of regulations regarding pay on what needs to be posted, shared, shared upon request, and what can be withheld.
Additionally, social engineering can be used to determine what current employees are earning, offering fuel to financial fraud and malicious activity.
It is the new SAFETY DANCE. We will make sure you are sharing and asking what you need to protect your interests.
Human Work + AI Augmentation
Strategic Workforce Planning
Service Overview
Driven by the long-term strategy and adjustments for economic changes, multiple steps are executed to produce smart and secure activities for the most critical roles using recruitment, learning, mobility, and AI design while non-critical roles move into faster and flexible options.
-- READ MORE --
These questions are asked and addressed as strong strategic workforce planning is executed. We can help you when you also believe these are critical to success.
What Will the Workforce Accomplish? Both human capital and AI make up the workforce and the combination is every changing. With alignment to monetary and future goals, we ensure hiring, training, and deployment decisions support the broader direction. This minimizes risks of investing in roles or skills that don’t contribute to success. We prepare the employer to scale or pivot from crisis, policy, or tech shifts and being unprepared or understaffed.
What are the Critical Roles in an Organization? We believe workforce planning starts with identifying the most critical work first, developing a systematic plan to ensure the right combination of employees, contractors, AI agents, and technology are aligned to ensure occupancy and achievement is performed for those roles. After critical roles are identified, non-critical roles are labeled, commoditized, and restructured for effectiveness.
How much effort should we exert using our capabilities? Capacity identifies task frequency, their criticality, and if inherently human. Capability is the knowledge (K), skills (S), and abilities (A) to accomplish the tasks. We answer how the count of people, employees, automations, human intervention, and AI actions. If Talent Intelligence determines human or tech assets are scarce, AI literacy is available. If not, agent creation, structured learning, outsourcing, and talent acquisition is deployed.
Does Data Indicate that Goals are Met and Will Continue? Systematic and data driven decision review of Capacity and Capabilities answers what happened, why, if it is unusual, and what may come next. Generating evidence-based metrics supports the decisions made related to recruitment, staffing, training, and development. Combining external talent intelligence, internal data, and financial outcomes all critical. With data readiness intact, Risk Analysis and Tactics are feasible.
What Do We Need to Change? The final step is understanding gaps and reinforcements to be executed into create, evolve, or retire investments in recruitment, retention, and education to then alter personnel and processes. We introduce options to what you could do based on financial, technical, and political feasibility.
Safety, Security, and Protection
Cyber and AI Risk Remediation in HR
Service Overview
As technologies and political climates shift, new risks are popping up all the time. Pay equity and fairness requires measurement and planning, all types of skills are dwindling or changing creating high demands and low supply, and remediating cyberattacks that target employment related systems are critical. We can help.
-- READ MORE --
AI Offers New HR Vulnerabilities. Be prepared with AI literacy to understand what is possible and we ready to thwart the threat that AI offers during recruitment and HR activities. Some of the largest breaches globally from HR. Cybersecurity HR Tech Risks include malware, phishing, identity fraud, and personnel / applicant data breaches.
The Threat of Easy Apply with AI. As wage transparency and pay equity increases, services powered by AI can find and push hundreds of applicants to jobs while also indicating to internal employees of opportunities and peer pay. The systems, teams, responses, and reactions are spinning into a first-time confusion. This is also an opportunity for cyber threats, social engineering, and the creation of a poor reputation as an employer.
Fake Profiles and Insider Threats. In order to understand if there are fake profiles coming to you, if you are hiring with confidence and security, and that threats are not from within, data readiness and resilience is needed. Workforce Planning needs a Zero Trust, Secure by Design, and 100% Transparency. Critical Risks include stealing credentials, exposing applicants or personnel data, creating false credentials, and creating infrastructure failures.