2025年AI时代人力资源战略指南报告 The HR Strategy Guide for an AI Era How to lead AI adoption through human-centered strategies-Lepaya

TheHRStrategy

GuideforanAIEra

HowtoleadAIadoptionthroughhuman-centeredstrategies

Lepaya

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Introduction

CompaniesgloballypourbillionsintonewAltoolsandplatforms.Butonly

25%

ofinitiativesdelivertheirexpectedreturnoninvestment.

Thereason?MostcompaniesareapproachingAIasatechnologyproblemwhenit)sfundamentallyapeoplechallenge.

Al)ssuccessdoesn)tjustdependonhavingthe

rightalgorithmsorplatforms;itdependsonwheth-eremployeestrustthetechnology,feelequippedtouseiteffectively,andseeitasenhancingratherthanthreateningtheirwork.

ThecompaniesthrivingwithAlaren)tnecessar-ilythosewiththemostadvancedtechnology

-they)retheonesthathavemadeAladoptionahuman-centeredprocess,integratingnewtechnol-ogiesintotheircultureandworkflow.

Thisiswherepeopleleaders)momenthasarrived.Ratherthanwatchingfromthesidelines,HRandlearningteamsareuniquelypositionedtoleadthistransformationbyaddressingitsmostcriticalele-ment:helpingpeopleembraceandexcelalongsidetechnology.

ThisguidebringstogetherinsightsfromHRandL&Dexpertstohelpyou:

•UnderstandwhycurrentAIstrategiesarefail-ingandtheopportunitythiscreatesforpeopleleaders

•LearnpracticalstrategiesforpositioningHRasthedriverofAIsuccess

•Accessexpertinsightsandresourcestostartimplementingtheseapproachesinyourorga-nization.

ThestateofAIandpeopleleaders’strategicopportunity

TheAIadoptionparadox

Withnearly

80%

ofexecutivesexpectinggenera-tiveAItodrivesignificantbusinesstransformationinthenextthreeyears,organizationsworldwideareracingtoimplementthetechnologyacross

everyfunction.

Yetbeneaththisenthusiasmliesatroublingreality.Despitemassiveinvestments,organizationsaredis-coveringthatbuyingAItechnologyiseasy;makingitworkeffectivelyiswherethechallengebegins,asexecutionisfallingshortofexpectations:

ROIdelaysarewidespread

70%

oforganizationssaytheyneedatleastayearbeforeseeingreturnsonAIinvestments,farlongerthaninitiallyprojected.

Workforcepreparationisneglected

Only

12.2%

ofworkersreceivedAItraininginthe

pastyear,creatingadangerousreadinessgapbe-

tweentechnologydeploymentandhumancapability.

Leadershipdecisionsbackfire

55%

ofbusinessleaderswholaidoffemployeesduetoAInowadmittheymadewrongdecisions,revealingrushedimplementationwithoutproperplanning.

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Thispatternofpoorexecutioncreatesarippleef-fectacrossorganizations.WhenAIinitiativesfailtodeliverexpectedresults,theconsequencesextendfarbeyondmissedfinancialtargets:

Employeeresistance

FearanduncertaintyundermineadoptionwhenworkersfeelunpreparedorthreatenedbyunclearAIstrategies.

Productivitydisruption

Insteadofpromisedefficiencygains,poorlyman-agedAIinitiativesmightdecreaseperformanceasteamsstruggletoadapt

Talentdrain

Organizationsrisklosingvaluableemployeeswhofeelleftbehindordevaluedbytechnology-firstapproaches.

TherootcauseisafundamentalmisunderstandingofwhatAIadoptionrequires.Toomanyexecutivesfollowapredictablepattern:seeAI’spotential,

investintechnology,expectimmediateresults,

thencutcoststhroughheadcountreductionwhenreturnsdon’tmaterializequicklyenough.

ThisapproachfailsbecauseittreatsAIimplemen-

tationasapurelytechnicalchallengeratherthananorganizationaltransformationrequiringcarefulattentiontopeople,processes,andculture.

TheorganizationsgettingAIrightunderstandafun-damentaltruth:successfulAIadoptionisn’taboutreplacingpeople,it’saboutempoweringthem.

Supportingothersinshiftingtheirmindsetsisthebiggestopportunityforpreparingpeopletobereadyto

navigateAIusageintheworkplace.

UnderstandingthatAIisatoolthat

canbeusedtoenhanceyourown

productivityandbeusedasyour

ownpersonalassistant,ratherthansomethingthatwouldreplaceyour

role,isakeydifferentiator.Those

whowillsurvive(andthrive)inthis

AItransformationwillbethosewhoadapttheirapproachtochangewhattheyaredoing,andhowtheydoit,

ratherthanjustdoingmoreofitwiththehelpofAI.”

AnthonyBailly

HeadofEnablement&Professional

DevelopmentatThirdEyeConsultingLtd

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WhyHRisuniquelypositionedtoleadAIadoption

ThegapbetweenAlinvestmentandresultsisn)tatechnologyproblem;it)sapeopleproblem.Andpeopleproblemsrequirepeoplesolutions,whichisexactlywhereHR)sexpertisebecomesindispens-able.

Whileotherdepartmentsfocusontheirspecificdomains,HRhastheuniqueviewpointofseeinghowAlimpactstheentireorganization,andmoreimportantly,howpeoplerespondtothatimpact.ThispositioningcreatesfourdistinctadvantagesthatmakeHRthenaturalleaderforAladoption:

1Trust-buildingcapabilities

EmployeetrustcanincreaseAladoptionby

2.6

times

,andbuildingthattrustrequirestherelation-ship-focusedapproachthatHRexcelsat.Peopleleadersknowhowtocommunicatetransparently,addressconcernsauthentically,andcreatepsycho-logicalsafetyduringperiodsofuncertainty.

2Workforcedevelopmentexpertise

Alsuccessdemandsmorethantechnicaltraining;itrequireshumancapabilitydevelopment.HRandlearningteams)masteryoflearningprinciples,mo-tivationpsychology,andbehaviorchangeenablesthemtoidentifyskillgaps,designdevelopment

pathways,andcreatesystemsthathelppeopleadaptandgrowalongsidetechnology.

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Strategicchangemanagementexperience

WhilemostdepartmentsexperienceAlastheir

firstmajortransformation,HRhasguidedcountlessworkforceevolutions,fromremoteworkadoptiontodigitaltoolintegration.Theyunderstandhow

tobuildbuy-in,addressresistance,andcreatesustainablechangewhenintroducingdisruptivetechnologies.

4Culturaltransformationskills

Aladoptionrequiresanorganizationalcultureshiftfromfear-basedresistancetogrowth-oriented

embrace.Peopleteamsspecializeinreshaping

howpeoplethink,behave,andadapt,transformingmindsetsfrom“Alwillreplaceme”to“Alwillen-

hancemywork,”andcreatingenvironmentswheretechnologicaladvancementfeelslikeanopportuni-tyratherthanathreat.

AIisagame-changingopportunityforHRtodeliveronwhatwe’ve

alwaysaimedfor,tobemore

strategic,impactful,andbusiness-critical.ButasAIreshapeshow

workgetsdone,successwon’tcomefromthetechalone.It’llcomefromhowreadypeopleare:theirskills,

mindset,andwillingnesstorethinkhowtheywork,makedecisions,andlead.HRwon’tjustneedtoadapt,

itwillneedtoguideandenablethistransformationacrosstheorganization”

DrDieterVeldsman

ChiefHRScientistattheAcademytolnnovateHR

Learningfromthreedifferentapproaches

TheimportanceofHRleadershipbecomesclearwhenexamininghowdifferentcompanieshavehandledAIadoption:

IBM:HRout,codersin?

IBMmadeheadlineswhenitsCEOrevealedthat

thecompanyusedAItoreplacehundredsofem-ployees.Buthere’sthecatch:HR—theveryfunc-tionbestpositionedtoleadAItransformation—wastheonebeingautomated.

TheirAskHRagentnowautomates

94%

ofroutineHRtasks,fromvacationrequeststopaystate-

ments.ThisautomationcouldhavefreedupHR

professionalstofocusonmorestrategicinitiativeslikeworkforceplanning,changemanagement,andpreparingemployeesforAItransformation.Instead,IBMoverlookedthisopportunityandchoseto

eliminateHRrolesentirely,reinvestingthefreed-upresourcesintohiringmoreprogrammers,sales-people,andotherrolesrequiringcriticalthinking.

Coralogix:AIwithoutlayoffs

Takingadifferentpath,Coralogixfocusedon

reallocation

ratherthanreplacement.AsVPHR,TaliaRantserexplained,“Ratherthanhead-countcuts,wereallocate.”

Thecompanyreducedplannedhiresforrepetitiveroleswhileredeployingexistingstaffintocustomersuccessandanalyticspositions.Notably,theirup-skillingbudgetsgrew,notshrank,because“rede-ployingpeopleischeaper,andkinder,thanreplacingthem.”

What’sthetakeaway?

HRandlearningleadersplayacrucial

roleinpositioningreskillingasabusinessstrategyratherthanapeopleinitiative,owningthenarrativethatredeploymentisbothhumaneandeconomicallysmartintheAIera.

What’sthetakeaway?

CuttingHRduringAItransformationisshortsighted.HRshouldbeleadingAIadoption,notbeingautomatedoutofit.Afterall,whoelsebuildstrust,upskillsteams,andredesignsworkforcestruc-turesforinnovation?

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Duolingo:WhenAIhypegoestoofar

Duolingo’sjourneyoffersperhapsthemostin-

structivelesson.Thecompanyinitiallyannouncedthatitwouldbecome

“AI-first,”

graduallyreplacingcontractorswithAIandrequiringteamstoprovetheycouldn’tautomateworkbeforehiring.

Thepublicbacklashwasswiftandharsh—users

threatenedboycotts,socialmediaexplodedwith

criticism,andthecompany’ssocialaccountswentdark.Withinweeks,thecompanyhadtopubliclybacktrack,withCEOLuisvonAhnclarifyingthathedoesn’t“seeAIasreplacingwhatouremployeesdo”butratheras“atooltoacceleratewhatwedo.”

What’sthetakeaway?

HowyoucommunicateAImattersas

muchashowyouimplementit.Peopleteamscanhelpshapemessagingthat

reassuresemployeesandprotectsbrandreputation.AIstrategywithoutpeopleempathyisareputationalrisk.

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Astrategicopportunity

TheseexamplesshowthatAIsuccessisn’tjustaboutthetechnology—it’saboutthepeople.

ThedifferencebetweenthrivingandstrugglingoftencomesdowntohowwellorganizationsmanagethehumansideofAIadoption.Andthat’spreciselythekindoftransformationthatrequiresHRleadership.

Forpeopleleadersreadytoembracethisopportunity,thetimetostepforwardisnow.

Oneofthemostcriticalchallenges

organizationsfacewhenimplementingAI

isbuildingtrustandalignmentacrossthe

workforce.Formany,AIisperceivedasathreattotheirjobs.DuringtheCEOCouncilSummit,YuvalNoahHarariwarnedaboutAI“taking

ourjobs,”andraisedconcernsaboutmillionsofAI“immigrants”withdifferentcultural

normspotentiallyinfluencingpoliticaland

socialstructures.Layerthatwithemployee

fatiguefromconstantchange—which73%ofHRleadersreportasamajorissue,accordingtorecentGartnerresearch—andit’sclearthatAIisnotjustanotherchangeinitiative.It’sa

transformationalshiftthataffectsemployeesacrossalllevelsandfunctions.

ThisiswhereHRandL&Dcanmakethegreatestimpact:byframingAIimplementationasbothaculturalshiftandacapability-buildingjourney.

WhenpeopleunderstandAI,trustit,and

feelequippedtoworkalongsideit,adoptionaccelerates.AItransformationsucceedsnot

becauseofthetechnologyitself,butbecausepeopleareempoweredtomakeitmeaningful.

That’snotatechproject—it’sapeoplestrategy.Andit’soneHRisuniquelypositionedtolead.”

DariaRudnik

TeamArchitectatAidra.AI

HRastheenablerofAIreadiness

WhatdoesAIreadinessmean?

Unlikeprevioustechnologicaladvancements,AIreadinessisnotjustaboutimplementationread-iness,butalsoaboutbuildingorganizationalca-

pability.Withouttherightpeople,practices,andmindsetinplace,eventhemostadvancedAItoolsfallflat.

HRsitsattheintersectionofalltheselevers.ByowningandorchestratingtheconditionsforAIreadiness,HRensuresthatadoptionsucceeds.

5practicalstrategiestomovefromreadinesstoresults

AIreadinessmeanshavingclarityonhowAIalignswithbusinessgoals,adataecosystemthatsup-portsintelligentdecision-making,robustriskandgovernanceprotocols,upskilledteams,andacul-turethatfostersexperimentationandchange.

ThefollowingpracticalstrategiesaredesignedtohelpHRteamsleadAIintegrationinwaysthatarepractical,ethical,andbusiness-aligned.Eachstrat-egyofferscleardirectiononwheretofocus,whatactionstotake,andhowtomeasuresuccess.Usethemasyourblueprintformovingfromexperimen-tationtoimpact.

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1

AnchorAItotheHR&businessstrategy

MakeAImeaningfulbytyingittobusinessvalue.

Only13%oforganizationsreporthavingaclear

Alstrategy.

That)samissedopportunity.With-

outalignmenttobusinesspriorities,Alremainsadisconnectedexperimentthatmightbeuseful,butnotimpactful.ThemostsuccessfulHRteamsmakeAlastrategicenablerandmakethisvisibletothebusiness.

Keyinsight

WhenAlsitsoutsidetheHRstrategy,itstaysatechexperiment;aligningittostrategicobjectivessecuresfunding,credibility,andscale.

Actionstoprioritize

•ConnectAltobusinessdrivers:Frameusecas-esintermsofbusinessimpact,likeimprovingtime-to-hireorretentionprediction.

•Co-createasharedAlroadmap:lnvolveleadersfromacrossthebusinesstoprioritizeefforts

anddefinesuccessmetrics.

•Startwithscalablepilots:FocusonHRareas

withrichdataandclearworkflows(e.g.,recruit-mentscreening,workforceplanning).

Successsignals

•AsharedAlroadmapexistsacrossHRandbusiness

•ClearKPlstiedtostrategicoutcomes

•Pilotprojectsscaledintosustainableprograms

Asignificantbarrier,evenamong

companieswithfundingtoinvest

inbroadAIimplementation,is

establishingaclearlinkbetween

tasksandskillswithintheirinternal

frameworks.

HR/L&Dcanhelpbyusingskills

data.Thiscanbeactionablewhen

thereisalinkbetweenskillsand

businessprojectsandtasks.Itopensdoorsformultipleusecasesand

measurementofAIbusinessimpact.”

BernardoF.Nunes

Data&AlTransformationSpecialist

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BuildarobustAIgovernance&risk-managementframework

ResponsibleAIadoptionbeginswithgovernanceandculminatesintrust.

Fromalgorithmicbiastodataprivacy,Alrisksare

realandimpactreadinessandadoption.Butthis

alsocreatesanopportunityforHRtoleadAlimple-mentationresponsibly.HRisuniquelypositionedtoembedethicalpracticesintothedesignandusageofAl.

Keyinsight

Effectivegovernanceisthecornerstoneofrespon-sible,trustworthyAluseandshieldsHRfromlegal/reputationalfallout.

Actionstoprioritize

•DefineHR-specificguardrails:Coverfairness,explainability,privacy,andaccountability.

•

Maprisksandroles:

CollaboratewithLegal,lT,andOpstoestablishoversightandmitigationroutines.

•Reviewandadapt:Governanceisn)taone-

timetask-setupperiodicauditsandfeedbackloops.

Successsignals

•CleardocumentationofAluseacrossHR

•Riskauditsshowbiaswithinacceptableranges

•Employeesknowhowtoreportconcerns

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Toleadatrulypeople-centeredAItransformation,HRandL&Dmust

shiftfrombeingserviceproviders

tobecomingarchitectsofadaptive

capability—designingsystemsthat

helppeoplenotonlyadoptAI,butuseitconsciouslyandproductively.[...]Atrulypeople-centeredtransformationrequiresHRandL&Dtobecome

strategicintegrators—reimagining

notjustwhatpeopleneedtolearn,

butwhatkindofpeoplesystems

mustexisttosupportresponsibleandempowereduseofAI.”

DariaRudnik

TeamArchitectatAidra.AI

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Strengthenthedata

&technologyfoundation

AIisonlyasgoodasthedatathatfeedsit.

ManyAIpilotsfailnotbecauseofflawedalgo-

rithms,butbecauseoffragmentedsystemsandpoordataquality.Astrongtechanddatafounda-tionisnon-negotiable.

Keyinsight

Poordataqualityandsiloedsystemsstallpilotsanderodestakeholderconfidence.Ensureclean,acces-sibleHRdata,scalablesystems,andfit-for-purposeAItools.

Actionstoprioritize

•Cleanandconnectyourdata:PrioritizeHRISandATSdataaccuracyandtrackcompletenessandconsistency.

•Assesstoolingreadiness:AlignwithITtoselectscalable,API-friendlyplatforms.

•Pilotwithpurpose:Startwithcontrolled,low-riskenvironmentsforimplementationbeforeexpanding.

Successsignals

•HRdatais>95%cleanandstandardized

•NewAItoolsareintegratedandaccessibletousers

•AIpilotsmoveintofulldeploymentsuccessfully

HRandL&Dmustbeinformedbylarge-scaledata,e.g.,analytics,

andbehaviouralscience.This

combinationnotonlyprovidesthetoolstoinfluenceuseradoptionbutalsochangemanagement.”

BernardoF.Nunes

Data&AITransformationSpecialist

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UpskillHRandfosteranexperimentationmindset

AIfluencyneedstoliveinyourpeople,notjustyourtools.

WhenAIknowledgeisconcentratedinonlyafew,innovationstalls.However,whenyourHRteamisconfident,curious,andethicallygrounded,changetakesrootmorequickly.

Keyinsight:

Capabilitygapsandrisk-aversebehaviourarethetopblockerstoAIadoptioninHR-only

35%ofHR

professionalsfeelequippedtouseAItechnology.

SystematicallybuildAIliteracy,hands-onskills,andaculturethatrewardslow-riskexperimentation.

Actionstoprioritize

•Offerrole-basedlearning:Noteveryoneneedstocode,buteveryoneshouldunderstandAI’srelevancetotheirrole.

•MakeethicspartofallAIupskilling:From

responsibledatausetobiasawareness,bakeitintoAIupskilling.

•Rewardexperiments:CelebratesmallwinsandsharelearningsfromAItesting.

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Successsignals:

•TheHRteamisconfidentinusingGenAltoolsintheirday-to-daytasks

•Earlyadoptersactasinternaltrainers

•AlcompetencyrequirementsappearinHRjobprofiles

OneofthemosteffectivestrategiesforAIintegrationI’veseenis

blendingtop-downsupportwith

bottom-upexploration.Leadershipmustsetthetone—clearly

articulatingthe‘why’behindAIandmodelingresponsibleuse—butrealadoptionhappenswhenemployeesareempoweredtoexplore,

experiment,andshapehowAIfitsintotheirdailywork.”

MarlenedeKoning

DirectoratPwC

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Pilothigh-impactuse-cases&measurebusinessvalue

Startsmall,provefast,scalesmart.

Tryingto“Aleverything”isafasttracktofailure.ThemostimpactfulHRteamspick1-2usecasesthatmatter,testthemrigorously,andtrackROlfromdayone.

Keyinsight

Stakeholdersfundwhattheycanmeasure-startwithlow-risk,high-valuescenariosthatmattertothebusiness,andproveROlquickly.

Actionstoprioritize

•Pickhigh-impact,low-riskareas:Thinkcandidate

matching,internalmobility,orattritionpredic-

tionasimpactfulstartingpointsforAluse.

•Defineyourmetricsearly:Agreeonwhatsuc-cesslookslikeandhowit)llbemeasured.

•Tellthestoryofvalue:Usedataandnarrativetocommunicateresultsinternally.

Successsignals

•Aluseshowstime/costimprovements

•Usecasesareexpandedacrossdifferentteams

•StakeholderconfidenceinHRandAlgrows

AIhasthepotentialtocompletelychangehowHRoperates,butit’snotassimpleasaddingnewtechnologyandexpectinginstantresults.AIin

HRismosteffectivewhenit’susedwithaclearpurpose—identifyingwhereitcanmakearealimpact,

ensuringtheorganizationisready,andequippingHRteamswiththerightskills.”

DrMarnavanderMerwe

Research&lnsightsLeadattheAcademytolnnovateHR

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Experts’perspectives:HowpeopleleaderscanchampionAIsuccess

Startsmall,thinkstrategically

IgenuinelybelieveHRisperfectlyplacedtoleadorganisationsthroughAIadoption.

Buthere’sthehardtruth:HRcan’tleadthe

transformationifitisn’treadyitself.HRleadersandtheirteamsneedtobuildtheirown

confidencewithAI—notjusttechnically,butstrategically,operationally,personally,and

aschangeleaders.AtTheHRPartnership,

wetalkaboutthesefourlenses,becausetheymatter.HRhastorole-modelwhatitmeanstobe“AIready”beforeitcanexpecttherestof

thebusinesstofollow.

First,HRcanhelpstartthosetoughbutvitalconversations:Whatwillchange?Why?Howwillpeoplebesupported?Transparencyisthebestantidotetofear.

Secondly,HRarebestplacedtothinkhow

ithashelpbuildresilienceinitspeople,so

thattheyfeelsafetotacklethisnewwaveofchange.EmployeeWellbeingwillneverbe

moreimportant.

Thirdly,L&Dfunctionsneedtogetcreative.

Yes,AIskillsmatter,butsodopower

skills:adaptability,criticalthinking,digital

confidence.WeneedtohelppeopleseeAIasapartnertotheirskills,notathreattotheirexistence.

Fourthly,I’dsaydon’tgetparalysedbythe

hype.Iknowitcanfeellikeifyou’renot“all

in”already,you’vemissedtheboat.That’s

nonsense.Thereisurgency,forsure,butpanicisnostrategy.Ifyouhaven’tstarted,start

small.Startbylisteningtoyourpeople.Startbyexperimenting.Startbybeingcurious.Noteveryonehastobea“leader”.Itmightjustbethatbeinga“follower”worksbestforyour

organisation.

Finally,HRhastoseeitselfasachangepartner—notaprocessowner.Thatmeanssupportingleaderstoleadthroughuncertainty,building

theconfidenceforteamstotry,learn,and

evenfailsafely,andkeepingthehumansidefrontandcentre.Becauseifthere’sonethingIknow,it’sthatpeople,notalgorithms,will

decidewhetherAIisacompetitiveadvantageorjustanothercostlyexperiment.

Ultimately,aswithmostthingsinlife,thisisajourney.Itwon’tbeperfect.Butifyoubeginnow—eveninsmallways—you’llbeaheadofmost.”

SimonDrinkwater

FounderandDirectoratTheHRPartnership

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MakeAIunderstandableforall

Keepingpeopleinformediscrucial,sothattheycanunderstandboth

theopportunitiesofusingAIto

supporttheirwork,butalsothe

potentialpitfallsifAIisnotused

effectivelyorresponsibly.Ensuringthatthisinformationissharedin

awaythatisaccessibleforawide

rangeofcommunication&learningstylesiskey,whichcanbeaddressedinpartbyhavingastrongteam

ofAIChampionswhocanhelpto

advocateforthebestpracticesyoumightwanttointroduceinyourownorganisation.”

AnthonyBailly

HeadofEnablement&Professional

DevelopmentatThirdEyeConsultingLtd

Thefirstoneistomakesureyouhaveastrongconnectiontoyour

techandITteamssothatthey

includeyouintheirAIstrategy,

especiallyinthecommunication

piece.Thesecondissimpleliteracy-makesureallemployeesknowthebasicsandhowtocreateprompts,

etc.Andthethirdoneistobethe

conduitthroughwhichbestpracticeisshared.Makingsurethatthings

likepromptsaretemplatesandeasytoaccess.”

TobyNewman

L&DConsultant

ThebiggestchallengeinAIadoptionisnotthetechnologygap—it’sthe

changegap.Peopleresistwhattheydon’tunderstandortrust.HRand

L&Dcanclosethatgapbybuildingtransparency,creatingsafespacesforlearning,andhelpingemployeesseeAIasatoolforgrowth.”

MarlenedeKoning

DirectoratPwC

Leadtransformationbyexample

Rolemodellingisoneofthemosteffectivetactics.Youneedastrategywithclearandobjectivewaysto

findandcelebratetherolemodelsofthetransformation.Theyhelp

ascontentcurators,coachesand

mentors,leadersofthecommunityofpractice,andkeyproject

contributors.Theyalsoaffectthebehaviourofothers,raisingthebarforeveryoneanddraggingmore

peopleup.”

BernardoF.Nunes

Data&AITransformationSpecialist

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HRhasauniqueopportunitytoleadtheAItransformationbyexample.

Notjustbyupskillingitsownteams,butbyforgingpartnershipsacrosstech,finance,legal,andbusiness

lines.That’showweevolveAIfromanHRexperimentintoaninitiativethatdrivesenterpriseobjectives.”

ErikvanVulpen

FounderandDean

attheAcademytoInnovateHR

TheadoptionofGenAImustbe

drivenfromtheverytopbytheCEOandtheexecutivecommittee.Theyareprimarilyresponsibleforsettingthevision,theambition,andthe

narrativeforAItransformationin

thecompany.TheroleoftheCHROistosecurethispoint.[...]Don’twaitfortheperfecttool.Averycommonmistakeorganizationsmakeis

saying,‘Iwillwaitfortheverybestsolutionbeforeacting.’Wehave

newversions,newoptions,andnewtoolseveryday.Sodon’twaitfortheperfecttool—weriskmissingthe

momentumandleavingourteams

behind.Mypointis:startnow.AIisanopportunityforHRtotakethe

lead,beingarolemodelwithatest-and-learnapproach:don’tbeshy,benaughty,andgetstarted!”

Keephumanityatthecore

AIcansupporthumanconnection,ifwedesignforit.Therealrisk

isn’tthatAIreplacespeople,but

thatitreplacesthemomentsthat

matter:spontaneousconversations,deeplistening,sharedsense-

making.HR’sroleistolookbeyond

implementationandintoimplication,howAIshiftstime,attention,

relationships,andpower.

Whenusedwell,AIcanaugment

humancapabilities:freeingus

fromrepetitivetasksandsurfacinginsightsthathelpusconnectmoredeeply.Butconnectiondoesn’t

happenautomaticallyinthespaceAIcreates.HRneedstoshapethatspacethroughintentionalrituals,teamnorms,andwaysofworkingthatkeephumanityatthecore.

Thisisn’tjustaboutadoption.It’s

aboutstewardship,creatingsystemswhereAIextendsourreach,not

replacesourpresence.That’sthe

leadershipopportunityforHR.Theseviewsaremyown.”

AnnaSvitak

HRConsultantatShell

FlorenceNony

StrategicTransformationPartnertoExcoMembers&CHRO

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Empower,don’toffload

OneofthemosteffectivestrategiesI’veusedtohelpemployeesembraceAI—whilemaintainingtheirtrustandengagement—isteachingteamshowtocollaboratewithAIwithoutfallinginto“cognitiveoffloading.”

Intherushtoautomate,manyteamsbeginrelyingonAItothinkforthem.OnemanagerasksAIforinsights

andfollowsthemblindlywithout

criticalevaluation.Anotherasksforastrategytohandleachallengingsituation,butneveractsonit.In

bothcases,overrelianceonAI

erodescriticalthinking,ownership,andultimately,engagement.

AsIwriteinTheAIRevolution:

ThrivingWithinCivilization’sNext

BigDisruption,abookIco-authored,Irecommendusingastructured

frameworkliketheAITask

Navigator—asimpledecision-making

toolthathelpsteamsclarify:

•WhattodelegatefullytoAI

•WhentocollaboratewithAI(AIassists,buthumanslead)

•Whatshouldremainhuman-only(e.g.,ethics,relationships,and

strategicdecisions)

Thisapproachdoestwoessentialthings:

1.Itprotectscritical