Buying Technology is not an AI Strategy: How to drive sustainable AI adoption in HR

Artificial intelligence (AI) has become part of the HR vocabulary. No longer a future ambition, many HR teams have been exploring why, how, and where AI could be used to unlock productivity, enhance capabilities, and deliver new value, as well as which technologies can deliver on this. 

However, buying technology or licenses is not an AI strategy. 

 

More than 60% of HR professionals say they do not integrate AI into their practices beyond individual productivity. This approach to adoption has led to many leaders questioning the value of AI, asking, “Is the AI hype worth the investment?”

 

In this article, we explore the reality of AI adoption and highlight the critical success factors for sustainable adoption.


Why Adoption and Integration Is So Hard

To fully harness AI's potential, HR has to move beyond task-based applications and towards deeper integration. This involves embedding AI into core HR processes, using it to inform decision-making, and leveraging it to drive strategic change. Understanding the current barriers is a starting point for this adoption and integration journey.

Our data show that both individual and organizational factors influence the appetite and extent to which AI is adopted within HR. 

At the individual level, three factors influence how HR professionals use AI:

  1. Exposure and opportunity to use AI: Confidence and competence develop through use. Where HR professionals don’t have access to or use AI tools in their roles, adoption stalls.
  2. Organizational signals and support: HR professionals use AI if it is a priority in the business and support is provided. If AI isn’t seen as a priority or is used sporadically, it’s unlikely to gain traction in HR.
  3. Sentiment: Feelings matter. Excitement, fear, and skepticism all influence how HR professionals engage with AI, even when tools are available.

At the organization level, HR teams face other challenges that impact adoption. HR leaders often struggle to articulate AI's value to the organization, which impacts buy-in, investment, and leadership sponsorship. HR teams also struggle to identify the proper use cases to apply AI and determine whether those use cases are viable. Gaining leadership buy-in becomes more complicated when the impact isn’t clear, and without a strong governance framework, execution feels risky.



Adopting a structured approach to AI value creation 

We’ve developed an AI readiness framework to help HR teams to overcome the challenges they face in driving adoption. The framework consists of four interrelated components centered around the promise of value.

Defining the Promise of Value

Any successful AI strategy begins with a clear promise of value. Rather than adopting AI for experimentation, HR leaders should start by answering a fundamental question: Why should we use AI in the first place?

This anchors AI adoption in a compelling business case, focusing on real value rather than novelty. Key questions to explore include:

  • Why do we want to use AI?
  • Where can AI generate value, and are those areas critical to our business?
  • How can AI help us achieve our strategic objectives?

The promise of value should articulate the outcomes AI can support - whether efficiency, enabling faster and better decision-making, enhancing employee experiences, or accelerating service delivery.


From Value to Opportunity: Identifying Where AI Can Make a Difference

Once the value is defined, it is translated into concrete opportunities. This involves identifying specific use cases where AI could make an impact. Start as wide as possible, building a comprehensive list of potential applications across your HR ecosystem.

Then, shift from possibilities to practicality. Evaluate each use case based on three key criteria:

  • Affordability: What is the cost of implementation?
  • Viability: Is it technically and operationally feasible?
  • Value realization: How well does it deliver on the promised outcomes?

This process turns a broad list into a strategic shortlist of viable, high-impact AI applications that align with your business priorities.



From Strategy to Execution: Turning Intent into Action

The final phase of the framework moves from planning to doing, focusing on enabling successful implementation. Execution is built on two pillars:

  • Governance, risk, and oversight structures: Strong governance ensures AI is deployed ethically, transparently, and responsibly. It builds trust with stakeholders and safeguards against unintended consequences.
  • An AI adoption roadmap: A phased roadmap translates strategy into action. It outlines the steps for implementation, supported by proper training, change management, and stakeholder engagement - ensuring adoption is sustainable and scalable.

This structured approach allows HR leaders to move beyond the hype toward a meaningful, business-aligned AI strategy.


Final Words

Being AI-ready isn’t just about knowing what the tools can do. It’s about learning how to use them to drive real value for HR professionals, the HR function, and the organization. The question is not whether AI will impact HR - it already has. 


About the Authors


Dr. Marna van der Merwe

Dr. Marna van der Merwe is an Organizational Psychologist and leads the Thought Leadership and Insights Practice at the Academy to Innovate. She has over 15 years of experience in Human Resources, Employee Experience, Organizational Effectiveness, and Strategic Talent Management. She is a researcher, published author, and regular conference speaker on the future of work, the impact of AI on work, talent management, experience design, and the changing nature of careers.


Dr. Dieter Veldsman

Dr. Dieter Veldsman is the Chief HR Scientist at the Academy to Innovate HR and a Professor of Practice at the University of Johannesburg. He is an organizational psychologist with 17+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist. He is a regular speaker on the topics of Strategic HR, Future of Work, AI in HR, Employee Experience and Organisational Development.


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.



By Jessica Jaithoo August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?
By Jessica Jaithoo August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
By Jessica Jaithoo August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
MORE NEWS