Artificial Intelligence (AI) is transforming the way businesses operate, with a profound impact on the human resources (HR) field. As AI continues to make strides, questions about its role, governance, and potential for enhancing productivity are becoming more pertinent. AI agents, in particular, are paving the way for a new era in HR, where technology is not just a tool, but a key player in decision-making and task automation. This article explores several key questions about the intersection of AI, HR, and productivity, examining the evolving role of IT and HR, the future of AI-driven HR systems, the impact of AI on workload and productivity, and how different generations are adapting to these transformative technologies. Who Will Manage AI Agents – IT or HR? One of the most pressing questions surrounding the integration of AI in HR processes is whether IT or HR departments should take the lead in managing AI agents. Markus Schick, Head of global HR Systems (IT) at Boehringer Ingelheim, weighed in on this challenge, stating, “In practice, collaboration between HR and IT will be necessary to optimize AI tools, ensuring they are effective, secure, and compliant with regulatory standards.” In traditional organizational structures, IT has typically been the guardian of technology infrastructure, overseeing the implementation and maintenance of software systems. However, the increasing use of AI tools in HR functions has shifted this responsibility toward HR departments. HR departments are already leveraging AI to automate administrative tasks, enhance talent acquisition, and even assist in employee training and development. As such, HR professionals will need to ensure that AI tools align with the organization’s goals and values, while maintaining an ethical approach to data management and decision-making processes. IT’s role, however, will be crucial in ensuring the security of AI systems, handling data privacy concerns, and managing the integration of AI tools within the broader enterprise IT ecosystem. Markus continued, “The technology must convince by quality. If employees see that it’s easy to use and gives them the right answers, they will use it.” As AI becomes more integrated into HR practices, ensuring its functionality and user-friendliness will be essential for widespread adoption, and this will require a strong partnership between HR and IT teams. Gain expert-level insights, personalized recommendations and real-time support to navigate leadership challenges, drive team performance, and make confident decisions Get Started How Will AI-Driven HR Architecture Evolve in Large Enterprises? As AI becomes a more integral part of HR operations, the architecture of HR systems in large enterprises will need to evolve. Traditional HR systems focused on human-centered tasks, such as recruitment, performance management, and employee engagement, are now incorporating AI-driven solutions to streamline processes, reduce human error, and improve decision-making. According to Lydia Wu, HR Transformation and Technology Consultant, “AI is really making us question what it means to be human because once the technology takes off, all of the mundane, all of the repetitive stuff what are we left with? We’re left with asking who we are and what drives us.” This deeper integration of AI into HR systems will lead to more efficient processes but will also spark philosophical questions about the nature of work itself. In large enterprises, AI Agents will not only support administrative tasks but will also play a strategic role in shaping HR policies and practices. Predictive analytics will enable HR teams to forecast hiring needs, identify potential skill gaps, and even predict employee turnover, allowing for proactive interventions. Additionally, AI tools will be key in shaping talent management strategies by analyzing employee engagement and satisfaction and recommending personalized career development paths. For these AI Agents to succeed, however, they must be carefully integrated with existing HR processes, ensuring that both human insight and technology are harmonized. Suchi Kommi, Global HR Technology & Digital Transformation Executive, also noted, “As organizations adopt AI, HR structures will evolve to integrate AI agents, increasing productivity with fewer employees. This shift highlights the need to rethink HR functions to maximize efficiency and leverage AI-driven capabilities.” This highlights the growing sophistication of AI Agents and its potential to significantly impact manager’s development, beyond just process automation. Do Agentic AI Tools Truly Boost Productivity and Reduce Workload? A common claim surrounding the use of AI tools in HR is that they can significantly boost productivity and reduce the workload for HR professionals. Agentic AI, which refers to AI systems capable of taking independent actions and making decisions based on predefined parameters, is particularly well-suited for tasks that are repetitive and time-consuming. Markus explained, “Employees want to have a modern environment, work with modern technology, and therefore for companies AI should be incorporated into the system, without the need to go to external tools .” This statement reflects the widespread belief that AI Agents can help employees work smarter, not harder. However, the extent to which agentic AI tools truly enhance productivity will depend on their implementation and the quality of their design. If AI Agents are well-integrated into HR processes and are continuously refined based on user feedback, they can lead to significant efficiency gains. Conversely, poorly designed systems that lack proper training or understanding of context may actually increase the workload, as HR professionals may need to spend additional time troubleshooting or correcting errors. Lydia Wu noted, “At its core, I think AI is just really amplifying everything that we have been doing in the corporate world… it’s not creating something entirely new but is reflecting human behavior.” This emphasizes the dual nature of AI, it can either enhance efficiency or expose biases in existing processes, making it crucial for HR departments to approach its adoption thoughtfully. The balance between automation and human oversight will be crucial in maximizing the productivity benefits of AI-driven HR tools. Suchi offered another perspective, “While AI tools can certainly handle repetitive tasks, the challenge is ensuring they can make decisions that align with human judgment and empathy. True productivity gains come when AI supports employees without replacing the nuanced understanding that only a human can provide.” This insight stresses the need for AI to complement, not replace, human interaction, especially in areas that require emotional intelligence or contextual awareness. How Will Different Generations Adapt to These Technologies? The adaptation to AI-driven technologies in the workplace will vary across generations, with younger employees generally being more open to embracing these tools. Millennials and Generation Z, for example, have grown up with technology and are typically more comfortable using AI-powered tools in their personal and professional lives. These generations tend to view AI as a way to work smarter and more efficiently, embracing automation where it can enhance productivity and reduce repetitive tasks. On the other hand, older generations, particularly Baby Boomers and some members of Generation X, may exhibit more skepticism toward AI. This demographic is often more accustomed to traditional methods of working and may require more training and reassurance before fully adopting AI technologies. Change management strategies will be essential in helping these individuals transition to a more AI-driven workplace. HR teams will need to ensure that employees of all generations are supported with the appropriate tools, training, and resources to help them adapt to new technologies. Suchi mentioned, “We are dealing with multiple generations… Millennials and Gen Z are definitely more in favor of AI, whereas Baby Boomers are more wary and need more hands-on training.” This generational divide highlights the importance of tailored change management approaches to ensure that all employees, regardless of age, feel confident and supported as they navigate new technological landscapes. Suchi also emphasized, “We need to focus on adaptability across the board. The reality is that every generation has its own unique way of engaging with technology, and AI tools should be flexible enough to meet those different needs.” This underscores the importance of ensuring that AI systems are designed to be accessible and effective for a wide range of users, fostering an inclusive technological environment. Stay ahead of the curve, be the first one to experience AI Agents Get Started Panel Questions From the Audience: Can employees or managers bring their own agents to the workplace? Markus Schick: AI technology is an important part of the IT infrastructure. It needs to be centrally managed to ensure IT security, data protection, property rights and so on. Based on existing IT standards it will be rather an AI framework of different tools to support different needs. Paul Gibbons: I have an “AND”: view here. The technology is powerful in the hands of individual users. I’d never disagree with Markus on security and data governance, but experimentation, and bottom-up deployment is something to be encouraged. It is up to businesses to A) provide sufficient education so that people can achieve fluency quickly, and B) have sufficient guardrails and (and ethics education) for decentralized deployment. What do you think will be the new roles for Specialists and Generalists in organizations that have implemented AI broadly? Markus Schick: I would distinguish 2 use cases. First is that AI should help to automate easier tasks in HR services. That would allow normal HR users to focus more on activities with higher values. The second use case is for those colleagues, who are in charge of making AI happen. Here we need more analytical and technical skills to keep AI technology up and running and to improve. Paul Gibbons: I see specialist functions as being increasingly automated. What AI can’t do is “talk to the business” – the “high end” of HR work, the human part of AI work, HR strategy, HR business partnerships, culture change, leader development, organizational change will require a more human approach. Do you have any cautions or concerns for organizations to consider when adopting AI? Paul: I have 5 chapters in Adopting AI on this. You can check out my book Adopting AI: The People-first Approach. Do you have recommendations/strategies for upskilling HR employees? Markus Schick: It’s good to start with generic sessions to establish basic understanding about AI terms like LLM, machine learning, generative AI and so on including ethics and security. Another way forward is to investigate what is available from your HR/IT software provider. Paul Gibbons: Agree here. I have a model of AI literacy from the book – what I think the minimum competencies are and in which domains. Citizen developers also bring significant risk exposure to the company, from infosec to privacy, data leaks, etc. How would you manage this if HR employees can code their own agents at will? Paul Gibbons This is the great tension for leaders, how to encourage bottom-up deployment, AND how to protect customers, employees. This is a common tension in big global organizations – you want proactivity and innovation, but with sufficient central oversight. How do you confirm that departments comply with AI governance laws? Markus Schick: Assuming your company established a secure AI framework I would not be concerned anymore as departments will use this instead of reinventing the wheel. But there is always a risk, that third party software has other embedded AI technology. Companies need a standard process to involve IT architects on any new software project to ensure proper governance on architecture and IT security. Paul Gibbons: Yes, and security is only a small dimension of the ethics landscape. And laws (except in the EU) are a long way away. Even Responsible AI is an insufficiently broad framework because it excludes sustainable AI and the effect on jobs. What are the potential benefits for managers from AI agents? Markus Schick: I would not differentiate between managers and employees. If the AI agents provide proper results and guides users to next steps, they will use it instead of waiting for human service agents. This could even free up resources in HR services to focus on phone contacts just for specific or more difficult cases. This means simple requests can be handled much quicker by an AI agent. Watch the panel: Final Thoughts In conclusion, the integration of AI agents into HR represents a significant shift in how organizations manage talent, performance, and employee engagement. The future of HR will involve a careful balance between technology and human oversight, with HR and IT departments working together to optimize AI tools and ensure they align with organizational goals. As AI continues to evolve, its impact on productivity, decision-making, and the workforce will only grow, requiring HR professionals to embrace new technologies while fostering a culture of continuous learning and adaptability across generations.
