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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
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