"How do you balance AI-driven efficiency with keeping human beings at the center of work? AI is a tool and only as smart as the information it receives. It gives you choices but won't advise you on selections. You need critical thinkers to take that data and figure out how to apply it. If you make it all about technology, you'll get disengagement and fear. You need the people element to accelerate it."
"There's a trend of HR and technology roles converging. I met a customer whose title changed to chief HR and tech officer because they're so intertwined in terms of change management and the human-to-AI piece. You're also seeing chief AI officers reporting to HR leaders, people who understand how to run a business through an AI lens from privacy, governance and humanistic perspectives."
"How can HR leaders demonstrate ROI to CEOs? Look beyond traditional metrics like cost-per-hire. Revenue-per-employee and expense-per-employee matter tremendously - that's where workforce planning makes a big difference. With hybrid work opening our aperture to hire anywhere, we're now strategically building presence in places like the Philippines, India and Mauritius. It's not just cost arbitrage but finding great talent at potentially lower costs while building community."
AI operates as a tool whose intelligence depends on the quality of its input and requires critical thinkers to interpret and apply its outputs. Overemphasis on technology risks employee disengagement and fear; human-centric approaches accelerate adoption. HR and technology functions are converging, producing roles like chief HR-and-tech officers and chief AI officers who focus on change management, privacy, governance and humanistic perspectives. Workforce planning must prioritize metrics such as revenue-per-employee and expense-per-employee rather than solely cost-per-hire. Hybrid work broadens talent pools, enabling strategic hiring in markets like the Philippines, India and Mauritius to access skilled, lower-cost talent while fostering community.
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