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.



2025 Year-End Message - Geordie MacPherson

By Jessica Jaithoo • December 17, 2025
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

2025 Year-End Message - Ioana Giurca

By Jessica Jaithoo • December 17, 2025
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

An Update from your Board of Directors – November 2025

By Jessica Jaithoo • December 4, 2025
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!
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