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.
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year. As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta
As the governing voice of CPHR Alberta, the Board of Directors meets 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 are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again 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!
