The AI revolution is well and truly underway. Every day it appears that new technology, new capabilities, new ways of working are being introduced in a race to optimise as much of a business operation as is possible. Looking at just how far the development of AI tools has come in such a short period, from the first signs of GenAI back in 2022 where conversational models were introduced that could essentially scrape the web to provide a (sometimes hallucinated) response to a query un under 20 seconds, to now where individuals are now able to build entire Web, Mobile, and SaaS applications without being able to write a single line of code.

And this is still only the beginning according to various voices across the tech landscape.

Slowly we are beginning to see the impact of the advancements in AI and its capabilities. Jobs that are highly transactional and execute process-driven tasks in what you could call a waterfall workflow fashion are slowly being re-shaped or replaced entirely. Aside from this, if you give the correct prompts and provide some data, GenAI is able to churn out strategic reports on organisational design, programme execution, project management, best practice approaches, and a whole lot more. The question may have been “Where do we see it in 5 years’ time?”, however with the speed and rate of development, what we had previously envisaged in 5 years will likely be here in the next 6-12 months.

This begs the question: What will be the true impact of AI on HR?

We are already seeing the encroachment happen. AI has begun to take over HR Analytics teams and departments with plug and play models, GenAI chatbots synced with enterprise HRIS systems, and more, being able to swallow vast datasets and spit out concise, cohesive analysis within seconds. We are also seeing almost every company out there, including all the big HR tech providers whether that is HRIS, Payroll, Talent Acquisition, implementing GenAI tech into their existing tech stacks, enhancing the user experience and workflows wherever feasibly possible. But what’s next?

As AI becomes more and more capable, it will begin to make its way up the hierarchy, doing more and more complex tasks and eventually truly strategic work. Let’s also not forget the point that there are so many tools being created that currently work in silo but will eventually converge into single products creating a ‘Total AI’ experience. As an example, let’s look at each element of the popular Ulrich Model:

• Strategic Partner: Work with their stakeholders or BU’s to develop and grow a workforce, review systems and processes to ensure and optimised operation.
• AI impact: You could take a workforce dataset from your company’s HRIS, provide some context as to what you’re looking for, and have GenAI provide you with a report and recommendations.
• Administrative Expert: Admin expert supporting internal processes and day-to-day BAU activities and outputs.
• AI Impact: Transactional roles are already being impacted, especially when dealing with mundane processes and data.
• Change Agent: Works with business to identify improvements both at an employee and organisational level.
• AI Impact: With pulse, engagement surveys etc., these are data outputs. GenAI is more than capable of analysing and providing recommendations on improvements based on survey data.
• Employee Champion: Ensures employees feel heard and are respected, and supports with safeguarding processes, making sure organisation workforces are happy and healthy.
• AI Impact: Similar to the Change Agent role, organisations can employ GenAI chatbots to conduct surveys, provide instantaneous feedback and advice, provide guidance, and then collate that data into an actionable report, showcasing trends and forecasts, and much more.

This is not to show that HR as a function is doomed, per se, but more so to illustrate the far-reaching implications of AI, and the potential (and likely) changes that will come as a result. Noted this is also not a single case for HR; AI will entirely decimate some industries, leading to monumental shifts in how we work as a global population. New technology, new skills, and new futures that don’t exist yet will be here in the not-so-distant future. Some people working today will switch careers in the next 3-5 years into roles and industries that do no exist yet.

While it’s important to be cautious, we genuinely are at the very start of something truly revolutionary. Professionals and organisations who are not embracing the changes and the new tech will quickly fall behind. Those who do embrace it and are innovating to remain ahead of the competition will come out on top, both from a client/customer perspective, and employee experience perspective.

What are your thoughts?

Tom@tcwconsulting.uk