• What tasks can AI accomplish?
We forget it, but AI has already been integrated into daily HR practices since the early 2000s. The emphasis has been on automating generally mundane administrative tasks with precision and speed. However, with the rise of generative AI, the technology has become “smarter” and expanded to more complex HR functions such as candidate screening and employee engagement analysis. We’re also seeing more advanced features like AI summarization and multilingual translation, essential features that HR leaders are already trying to intuitively integrate into employees’ daily work lives. Ultimately, AI is not just a complementary technology: if used thoughtfully, it can reduce distractions, consolidate tasks, and simplify digital experiences, allowing HR leaders to focus on one greater efficiency and productivity across the business.
• Will the AI bubble burst?
Like the .com bubble of many years ago, some are already predicting the bursting of the AI bubble. However, this scenario will still be far from being a reality decades from now. In fact, while AI is not a new technology for HR leaders, it is a new technology for many employees who have yet to realize its potential in the workplace. We recently carried out research which found that more than half (51%) of all UK workers believe AI does not improve their employee experience, highlighting an opportunity to influence opinion and to add considerable value. If there’s a chance the AI bubble will burst, it’s because employees haven’t yet fully grasped its potential. To succeed, HR leaders must put employee needs at the forefront of their decision-making and integrate AI where it really matters.
• What precautions should HR take when using AI?
The worst thing HR leaders can do is rush to make a decision about AI. Achieving a sustainable AI strategy is a long and complex journey, but it all starts with strong governance. An ungoverned approach means AI could trigger an explosion of unverifiable content and autonomous actions, introducing enormous risks that most large companies are not yet equipped to handle. The alternative, which is to consider an EX platform backed by governed AI technology, is one that can help employees prioritize and contextualize notifications. For example, you can wait to deliver specific messages from HR until the employee checks their payroll or recognizes that the user is hosting a presentation, combining the notifications into a “just in case” message type. would have missed…” once the meeting is over. . Additionally, HR must also be wary of the limitations of AI, especially in areas requiring human judgment. Ethical concerns, such as algorithmic bias, should be proactively managed with human oversight and regular audits to ensure fairness and accuracy.
• What does the HR AI vendor market look like?
Check out the latest analyst reports and you’ll see a rapidly expanding industry with many vendors offering specialist solutions for recruitment, employee engagement and data analysis. However, the market remains fragmented, with AI directly integrated into product offerings rather than starting from scratch. This means that organizations must be vigilant and carefully evaluate vendors based on factors such as solution quality, data security, integration capabilities, and ongoing support. Selecting the right vendor also involves evaluating their ability to scale, their track record with other companies, and the extent to which their offerings align with the organization’s specific HR needs.
• Where should AI be used in HR?
AI can help solve one of HR’s biggest challenges today: digital noise in the workplace. Everything from your smartphone apps to email pings or popups on Teams can potentially distract employees every 15 to 30 minutes on average. Our research found that this is not only a source of frustration, but also a loss in productivity and employee well-being. When Unily asked what employees needed from their HR leaders to meet the challenge of overwhelming digital noise, employees were clear in their response: application consolidation and applied AI. The majority, more than 83%, said adopting a “superapp” integrating tools into a single interface would make their lives easier; while 6 in 10 agree that AI could reduce excessive noise and help them prioritize notifications. The problem gets worse as we scale to large, rapidly expanding organizations. AI should be used to help HR leaders adapt to this pace of growth, improve the employee experience, and help organizations achieve organizational velocity.
