3 Critical Roles the HR Department Plays in AI Adoption
Author : Ada Tai, MBA, CPHR, SHRM-SCP
Our house needed some special repairs. My spouse and I had never hired a specialist for this type of work before. Instead of trying to figure out where to start, we used an AI tool that instantly gave us the steps and tips we needed and even helped us prepare a quote-obtaining template! For work, I have been using and implementing an AI-powered tool in our business that helps improve our writing. We also used an AI-powered tool for our clients' engagement surveys. Again, AI tools have benefits in everyday life and work.
Artificial Intelligence is changing every industry and unlocking many possibilities. According to Accenture, three-quarters of organizations now prioritize AI over all other digital investments 1
. This shift could inspire excitement and confidence in HR professionals. However, are you ready to use AI to improve your HR programs and practices?
A survey 2
among 600 HR managers and directors in the UK showed that 40% of these organizations need at least three years to prepare for AI. Only 15% said they would be fully prepared within a year, despite many reporting that they know the importance of AI in their workplace. There could be many reasons why adopting advanced technologies is difficult, such as budget, resources, leadership and culture, state of the business and business priorities. Common concerns shared by HR leaders in the same survey 2
are a lack of human interaction and becoming over-dependent on technology, technical issues, security, privacy, and ethical considerations.
In my opinion, AI and other advanced technologies reduce the need for superior technology skills, but they amplify the need for interpersonal skills and emotional connection among employees. This underscores the crucial role of the HR department in guiding the organization through any AI-driven change, ensuring that the right people and skills are in place to leverage new technologies effectively.
The HR department can play three critical roles in technology transformation:
Re-designing Jobs and Re-training the Workforce
As AI eliminates many repetitive and low-value tasks, HR can take this opportunity to reorganize jobs to better align with the business's goals and make them more engaging for employees.
The typical steps for reconfiguring a job include:
1. Breaking down existing job roles into major tasks, identifying repetitive and low-value duties suitable for AI automation.
2. Analyzing the remaining tasks based on the organization's priorities and objectives to understand the missing skills in the workforce and the additional skills required. The below table shows an example of a Learning & Development (L&D) Specialist role.
| Examples of AI-suitable tasks | Examples of poeple-suitable tasks |
|
|
3.
Design the remaining tasks to create new, engaging positions leveraging human intelligence.
4.
As the above example (in the right column) shows, the reimagined L&D position now focuses on more strategic-level tasks and emphasizes collaboration and stakeholder engagement skills. Businesses need to invest in training, upskilling or reskilling programs, mentorship and coaching opportunities, and hiring individuals with the necessary skills. The key is actively involving employees in the process and gathering feedback to enhance training programs.
Influencing Change
HR can be the influencer to foster a culture of continuous learning where employees are encouraged to develop new skills throughout their careers. This means helping employees understand how their roles might change and supporting them as they move into new positions or explore different career paths within the company.
Focus on the Employee Experience
McKinsey surveyed workers in Canada, the US, and the UK and found some surprising things about AI talent in companies 3
. They discovered that there are more people who can work with AI than most leaders think. This group is growing fast, and it's not just tech people like data scientists or software developers. It includes all sorts of employees! Interestingly, these workers say they need more "soft skills" like communication and problem-solving to do their jobs well, not just tech skills. Furthermore, the survey shows that compensation isn't the main reason people want to work with AI. The well-known attraction and retention factors such as the work environment, culture, supervisor, and meaningful work are still more important.
The introduction of AI can cause anxiety among employees, particularly regarding their job security and potential changes. To address these concerns, HR can involve employees in technology integration. Engaging with employees at all levels to assess what tools the employees may need and get their input on how AI could improve their work processes and experience. This helps employees understand that AI is a tool to enhance their jobs, not a replacement for their jobs.
According to the World Economic Forum’s Future of Jobs Report 20234, 6 out of 10 workers will require retraining before 2027. This means that those of us working in HR have limited time to prepare ourselves and our workforce for advanced technology adoption. HR will play a crucial role in predicting future skill requirements, redesigning jobs, and guiding employees through any AI-driven changes. It is essential to build and maintain employee trust, starting with clear communication and ensuring that ethical and privacy guidelines are up to date.
References:
1.
Accenture. (2023, February 22). Among C-suite leaders, AI is top digital priority in the path to operational resilience, finds Accenture study [Press release]. Retrieved May 2, 2024 from https://newsroom.accenture.com/news/2023/among-c-suite-leaders-ai-is-top-digital-priority-in-the-path-to-operational-resilience-finds-accenture-study
2.
Webber, A. (2021, September 2). Two in five HR leaders need three years to prepare for AI. Retrieved Apr. 30, 2024, from https://www.personneltoday.com/hr/hr-prepare-for-ai-yoho-survey/
3.
Smet, A., Durth, S., Hancock B. Mugayar-Baldocchi M., Reich A. (March 18, 2024). The human side of generative AI: Creating a path to productivity. McKinsey Quarterly. Retrieved May 5, 2024, from https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-human-side-of-generative-ai-creating-a-path-to-productivity?stcr=8D2D032EFBCD4095A2CC9938AA5F74C7&cid=other-eml-alt-mip-mck&hlkid=0d61253acf6a49a4a3a5209307de6771&hctky=15236999&hdpid=f9454504-f3ae-43ba-903f-218d1338e2f6
4.
World Economic Forum. (2023). The future of jobs report 2023. Retrieved May 6, 2024, from https://www.weforum.org/publications/the-future-of-jobs-report-2023/
I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.
Author bio:
With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15+ years. Through her consulting firm, Ada and the team provide a variety of strategic and pragmatic management consulting services. Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at local universities.
Contact information:
Website: www.badab101.com
LinkedIn: adatai
or BadaB-Consulting-Inc
Facebook: @badabconsulting
YouTube: BadaB Consulting Inc.
BadaB Consulting Inc.
has been providing HR solutions and Business Technology consulting services since 2011. Renowned for their holistic and forward-thinking approach, the team has helped numerous clients establish future-proofed technology strategies and roadmaps by identifying and preparing the right infrastructure and people.
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The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential.
The countdown to the CPHR Alberta 2025 Conference has officially begun!
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
