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.



An Update from your Board of Directors - September 2026

October 9, 2026
The Board of Directors continues to provide oversight of CPHR Alberta’s 2026 – 2028 Strategic Plan. At its September meeting, the Board reviewed progress across the organization’s three strategic priorities and its continued focus on strong governance and financial stewardship. Influence and Visibility of the HR Profession CPHR Alberta continues to elevate the visibility and credibility of the CPHR designation with employers, policymakers, academic institutions and the broader business community. The Board remains focused on advancing recognition of the CPHR designation as the benchmark for excellence in HR and strengthening the position of CPHRs as trusted professionals and organizational leaders. Future-Ready HR Community CPHR Alberta continues to invest in programming that prepares members for the evolving world of work, with a focus on relevant and future-focused professional development, including emerging areas such as AI, HR law and executive leadership development. The 2026 Annual Conference continued to strengthen its position as a key gathering for Alberta’s HR community. One-third of attendees were at the executive level and nearly half attended for the first time, demonstrating both strong senior-level engagement and the ability to reach new audiences. The Board continues to support investment in learning, leadership development and connection that helps build a strong, future-ready HR community. Member Engagement and Community Connection Membership continues to grow, reaching 7,266 active members as of June 30, 2026, a 5% increase year over year . CPHR Alberta welcomed 407 new members year-to-date, with growth across most membership categories and regions. The Board is encouraged by this continued growth and remains focused on strengthening member engagement, connection and belonging across CPHR Alberta’s jurisdiction. Financial Position and Governance Planning CPHR Alberta continues to maintain a strong financial position and remains aligned with its full-year breakeven objective. The Board continues to monitor emerging economic risks, supported by regular forecasting and appropriate reserves. The Board also continues to strengthen governance, succession planning and Board effectiveness to ensure CPHR Alberta is well positioned to deliver on its strategic priorities. Looking Ahead The Board remains focused on effective oversight of the 2026 – 2028 Strategic Plan and ensuring CPHR Alberta is positioned to deliver meaningful and sustainable value to members. Progress in strengthening the visibility of the profession, preparing the HR community for the future, growing and engaging membership, and maintaining strong organizational stewardship provides a solid foundation for the work ahead. The next Board meeting takes place in November 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!

There's Still Time to Learn, Connect, and Earn CPD Hours

By Jessica Jaithoo • September 29, 2026
As the year draws to a close, now is the perfect time to invest in your professional growth. Whether you're looking to maximize your remaining professional development (PD) budget, complete your CPD requirements, or build skills in emerging areas, CPHR Alberta's fall lineup offers practical learning opportunities designed for today's HR professionals. A Timely Conversation: Workplace Suicide Awareness and Prevention October's Suicide Prevention Month serves as an important reminder that mental health and wellbeing continue to be critical workplace priorities. HR professionals are often called upon to support employees, leaders, and teams through difficult situations. Our Workplace Suicide Awareness for HR Practitioners: Masterclass (October 28) , led by Tara Adams, Founder of Abridge Consulting, provides practical guidance on understanding suicide in the workplace, implementing prevention strategies, and creating a more supportive workplace culture. * Earn 3 CPD hours. Lead Through the AI Shift with Confidence Artificial intelligence is rapidly transforming the workplace, making AI literacy an increasingly important skill for HR professionals. Our 3-day AI Certificate (AI Adoption that improves productivity without overwhelming the organization December 9-11) and Leading Through the AI Shift – Master Class (November 4) provide practical insights into AI adoption, workforce transformation, and the evolving role of HR. Build the knowledge and confidence needed to support AI initiatives and help your organization navigate change. Learn on Your Schedule with Conference On-Demand Access more than 20 recorded conference sessions, including keynotes, concurrent sessions, micro-sessions, and expert panels, anytime and anywhere. Gain practical HR insights, access speaker resources and presentations, and learn at your own pace. * Earn up to 5 CPD hours. Build Expertise in High-Demand HR Areas In addition to our featured offerings, this fall's PD calendar includes opportunities to strengthen core HR competencies through: Law Symposiums across Alberta chapters (September, October and November) Investigation Report Writing Workshop (November 5) Investigation Interviewing Techniques Workshop (November 18) Conducting Credibility Assessments Workshop (December 2) Workplace Investigation Training Certificate (November 24-26 and December 8-10) These programs provide practical, immediately applicable knowledge that can help strengthen decision-making, reduce organizational risk, and enhance your effectiveness as an HR professional. Don't Forget Your Complimentary Learning Opportunities  As part of your membership, you also have access to a variety of complimentary professional development opportunities throughout the fall, including: Monthly member roundtables Noon-hour webinars: Expert-led discussions on topics such as managing intergenerational teams, workplace agility, and common recognition and rewards mistakes. Finish the Year Strong Don't let unused professional development dollars or outstanding CPD requirements carry into year-end. Explore our fall learning opportunities and invest in skills that will support your success today and into the future—then round out the year by reconnecting with your professional community. Join your HR community at one of our Holiday Mingles , taking place across the province this November and December. These gatherings offer a chance to celebrate the year, expand your network, and reconnect with colleagues before the holiday season. View the Professional Development Calendar

World Mental Health Day: Key Lessons for HR Professionals

By Jessica Jaithoo • September 28, 2026
Author: Volunteers from the Wood Buffalo Chapter Observed annually on October 10th, World Mental Health Day highlights the importance of promoting mental health awareness and improving access to mental health support worldwide. The day was established by the World Federation for Mental Health and is supported internationally by the World Health Organization. In Canada, mental health challenges increasingly affect workplace productivity, employee engagement, and organizational sustainability. For HR professionals in Alberta, World Mental Health Day provides an opportunity not only to raise awareness but also to evaluate policies, workplace culture, and leadership practices that support psychological safety. HR professionals have a significant role in ensuring compliance with provincial legislation while building supportive work environments that address emerging mental health risks. Recent Canadian research indicates that workplace mental health challenges are widespread and growing. Several key statistics illustrate the scope of the issue: 1 in 5 Canadians experiences a mental health problem each year (Employment and Social Development Canada). Mental health problems remain the leading cause of disability in Canada . Approximately 58% of employed Canadians are affected by a mental health diagnosis either personally or through a family member. 52% of employees report mental health challenges that affected their work performance , yet only 33% disclose these challenges to their employer . 39% of Canadian workers report experiencing burnout , demonstrating a significant increase compared with previous years. Nearly 47% of Canadians identify work as the most stressful part of their daily life . The economic implications are also substantial. Mental health problems cost the Canadian economy approximately $51 billion annually, including $20 billion directly related to workplace impacts such as absenteeism and reduced productivity. These statistics demonstrate that workplace mental health is no longer solely an individual concern; it is a strategic organizational issue requiring active engagement from HR and Business leaders. Alberta Legislative Context: HR Responsibilities HR professionals in Alberta must navigate both occupational health and safety requirements and workers’ compensation frameworks related to psychological injuries. The Alberta Occupational Health and Safety Act requires employers to ensure the health and safety of workers, which increasingly includes psychological health and safety. While the legislation traditionally focused on physical hazards, workplace harassment, violence, and psychosocial risks are now recognized as hazards that must be addressed through prevention and policy. Under Alberta OHS requirements, employers must: Identify workplace hazards, including psychological hazards such as harassment or excessive workload Implement prevention measures and policies addressing workplace violence and harassment Provide training and reporting mechanisms for workers In practice, this means HR departments must develop policies addressing psychological safety, respectful workplaces, and harassment prevention. Failure to address these risks may expose organizations to legal liability and regulatory scrutiny. Another legislative body of work comes through the Workers' Compensation Board (WCB) Alberta which recognizes that psychological injuries can occur as workplace injuries similar to physical injuries. It provides income replacement to workers with a diagnosed injury or illness that is shown to arise out of and in the course of employment. For HR professionals, this has several implications: Workplace psychological injuries may result in WCB claims Employers may need to participate in claim investigations and return-to-work planning Organizations must demonstrate that reasonable steps were taken to prevent psychological harm Key Lessons for HR Professionals Integrate Psychological Safety into Workplace Safety Programs Mental health should be treated as part of occupational health and safety rather than a separate wellness initiative. HR professionals should integrate psychological risk assessments into safety management systems and identify workplace factors such as: excessive workloads toxic workplace culture violence, harassment or bullying lack of managerial or organizational support Proactive management of these risks can reduce absenteeism, disability claims, and employee turnover. Train Managers to Respond to Mental Health Concerns Managers often serve as the first point of contact when employees experience psychological distress. However, research shows that many supervisors feel unprepared to address mental health issues effectively. HR professionals should implement training programs that equip leaders to: recognize early signs of burnout or distress conduct supportive workplace conversations connect employees to resources such as Employee Assistance Programs Managerial support is particularly important, as studies show that support from managers and coworkers significantly improves workplace mental health outcomes. Address Workplace Stigma Despite increasing awareness, stigma remains a major barrier to mental health support. A significant proportion of Canadian employees report that they would hesitate to disclose mental health challenges due to fear of career consequences. HR professionals can reduce stigma by: encouraging senior leaders to discuss mental health openly integrating mental health awareness campaigns into workplace culture ensuring confidentiality when employees seek support Strengthen Workplace Supports Effective mental health support systems may include: Employee Assistance Programs (EAPs) flexible work arrangements mental health leave policies access to counselling services Research suggests that time off, flexible schedules, and supportive management are among the most effective workplace mental health supports. For HR professionals in Alberta, World Mental Health Day serves as an important reminder that mental health is both a legal responsibility and a strategic workforce issue. Organizations that prioritize psychological safety and employee wellbeing are better positioned to reduce disability claims, improve employee engagement, and retain skilled workers in a shrinking talent pool. With rising burnout levels, increasing psychological injury claims, and evolving legislative expectations, HR professionals in Alberta must take a leadership role in promoting mental health and wellbeing in the workplace. By aligning organizational practices with occupational health and safety requirements, supporting employees experiencing psychological challenges, and fostering open workplace cultures, HR professionals can help create healthier and more sustainable workplaces for the future.
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