The Human Element

We’re living through a massive shift as the world of work is turned on its head, going from being supported by labor to being supported by technology. AI will affect almost 40% of jobs around the world. HR will undoubtedly change—likely morphing into a strategic resource and capability-planning function, one that requires a keen understanding of the AI landscape and takes into account human skills and capacity alongside the skills and bandwidth of AI.

There will be a new layer of management, supervision, and coordination of AI agents as they interact with one another and with your company's existing tools and data.

Some people will adapt to this new reality quickly. Some will lag behind. The leaders that get out in front of this shift first are going to drive impact and value that’s coming.

Innovative leaders know they need to rapidly adopt AI—and not just experiment with it, but implement it in a way that drives immediate and tangible business value. They think about how to do that, not just in their function, but across their organization. They partner closely with functional heads to identify friction points and help drive efficiency. 

The CHRO-CIO Partnership: A Catalyst

The CHRO-CIO partnership has been described as “the new power duo.”

The relationship involves some push and pull, as it always has. Historically, HR has been slower to adopt bleeding edge technology into their function as a way to steer their organization’s future. And the technology function tends to pull the brakes on initiatives because of risk or policy compliance. 

When these two work together, they can introduce new technology in a human-centric way that prioritizes employee experience and business success simultaneously. Information technology is no longer a back-office function; it’s at the heart of modern HR strategies. At the same time, the human side of the equation—insights from HR about employee needs and behaviors—shapes how effectively new technologies are adopted across the workforce.

Together with their CIOs, HR leaders can use first principles thinking—an approach to problem-solving that breaks problems into their most basic, fundamental parts and builds up solutions from there—to question their assumptions about AI. 

Taking a Human Approach to AI

A survey of HR leaders showed that many entered the field to help people rather than a business. Their self-reported ability to influence others and their business knowledge are their weakest areas. 

Therein lies an opportunity for HR leaders to deepen their business acumen by aligning workforce strategies with organizational goals. HR leaders bring unparalleled access and insight into employee behavior and culture. This intel, paired with AI-driven productivity, effectiveness, and insights, will help HR leaders translate human experiences into measurable business outcomes, strengthening their influence across the organization.

Approaching business strategy in a human way, one that is concerned with employee experience and the nature of work itself, is a unique strength for HR leaders. With a strong grasp of their business and a commitment to helping people and the business win, HR leaders can harness a super power. Human-centric implementation of AI will be essential to every business' technological evolution, leading to sustained success and a strong, consistent employee experience. 

Another Transformation Is Here

AI can empower HR to deliver more impact by tackling inefficiencies. The future of HR’s influence will depend on their ability to successfully go beyond experimentation with AI at their company. 

In organizations where business strategy is increasingly driven by technology, HR leaders will have a choice. Do they want to be reactive or proactive with regards to AI? 

I would argue that HR leaders have an incremental duty, relative to every other function, to drive AI initiatives in their companies. HR has a unique perspective on the needs of the organization, across function, and HR leaders are uniquely positioned to drive strategic initiatives that impact every department. As AI transforms the workforce, HR should play a central role in guiding how AI is integrated across the organization.

Not every HR leader will agree with this definition. Some are more reactive. The more proactive HR leader is already looking to future-proof their organization and asking, “What are the activities that we need to do today in order to prepare us for tomorrow?”

HR has a responsibility to get this figured out. 

For HR leaders to be successful in this new era, they need to be proactive and to think about driving efficiency, impact, and capability in a much broader way. In doing so, they’ll not only future-proof their organizations but also elevate the function as a strategic powerhouse in the age of AI.