HR leaders are learning to walk a fine line between embracing AI’s efficiency, while keeping people at the heart of automation. Sheryll Kisten, head of human resources at Stadio Higher Education, Sage CPO Amanda Cusdin and Stor-Age head of people Aba Ayirebi share practical steps leaders can take to upskill their teams in AI and data literacy.
For Sheryll, the starting point is not technology, but understanding people’s current capabilities.
“The first step is to assess the current level of AI and data literacy within the HR team. This allows us to identify specific skills gaps and tailor learning pathways accordingly. We can then introduce targeted training programmes that combine online learning platforms, expert-led workshops, and practical, project-based learning experiences,” she explains.
“To make learning meaningful, it’s important to embed AI and data literacy into core HR activities such as workforce planning, talent analytics, and employee engagement tracking. By linking training to day-to-day HR operations, we encourage practical application and reinforce learning,” she adds.
Another key enabler, she points out, is collaboration. She explains that HR doesn’t need to become IT, but it should understand how to work alongside it. “This not only drives knowledge sharing but also helps HR professionals better understand the role of data in broader institutional strategies.”
“In the spirit of lifelong learning, we can encourage our HR practitioners to stay informed about emerging AI tools and trends. We can support ongoing development through access to professional certifications, webinars, and internal knowledge-sharing forums that spotlight innovative uses of data and AI in HR.”
Her perspective is also clear-eyed about the risks, especially when algorithms enter recruitment.
“HR leaders should be mindful of the need to use AI-driven recruitment tools responsibly. It starts with assessing the quality of the data being used and working closely with providers to ensure algorithms are designed to minimise bias and promote fair outcomes,” states Sheryll.
The right checks
“Human oversight remains critical. AI can assist with screening, but final hiring decisions must rest with people. We also need to monitor recruitment outcomes regularly to identify any unintended bias and address it early. With the right checks in place, we can make use of the efficiencies AI offers without compromising on fairness, transparency, or the values that underpin the organisation.”
Amanda shares similar concerns, especially around fairness and transparency, and mentions other potential challenges in implementing AI in HR.
“When it comes to the role of HR in the digital era, there are several challenges we need to navigate carefully. One of the biggest concerns is data ethics, as algorithmic bias can creep into AI systems if we’re not vigilant, leading to unfair outcomes in areas like recruitment or performance evaluations,” says Amanda. “To tackle this, we must prioritise fairness by auditing algorithms regularly and involving diverse teams in developing and deploying these tools. It’s about ensuring the technology works for everyone, not just a select few,” she says.
“Privacy and transparency are also significant issues. Employees and candidates often worry about how their data is collected and used, and those concerns are valid. That’s why we need to communicate clearly about how AI processes work and ensure we comply with all relevant data protection regulations. Transparency builds trust, and trust is non-negotiable in HR.”
Change management also plays a vital role as she highlights the psychological side of AI adoption, where fear and scepticism can derail progress.
“Resistance to change is another challenge. Some HR professionals and employees might be sceptical about AI or fear it could replace their roles. Overcoming this requires a cultural shift. We need to educate people about how AI complements human roles rather than replacing them. It’s about showing them the opportunities AI creates to make their work more impactful and less bogged down by repetitive tasks.”
She also warns that AI shouldn’t be used just because it’s trendy, but rather it must have a clear purpose.
“Finally, there’s the risk of over-relying on AI or seeing it as a one-size-fits-all solution. I’ve seen organisations fall into the trap of chasing trends without a clear strategy or purpose. AI is a means to an end, not the goal itself. By focusing on solving specific challenges and using AI strategically, we can avoid that pitfall. If we approach these challenges thoughtfully, we can unlock AI’s potential while staying true to the core values of HR,” she explains.
Striving to be progressive
“Developing a basic understanding of AI technologies will help us bridge the gap between technical experts and HR functions.”
Aba brings a practical view to the conversation, focusing on how AI already plays a role in streamlining and safeguarding operations at Stor-Age.
“AI allows us to be more efficient at what we do – there are now Boolean systems that we can use in recruitment to reduce screening time.”
At Stor-Age, she indicates that automation supports a seamless onboarding experience and robust offboarding security without losing the personal touch.
“We use AI to notify line managers that new joiners have accepted an offer from us and to prepare for their start date; prepare trainers; allocate workplace buddies and team members for their onboarding; notify the ICT team to prepare equipment and systems access for their use in employment, all while simultaneously communicating with, preparing and welcoming new joiners into the business,” she says.
“Similarly, we use the same technology as a risk mitigation measure – where, with the click of a button, certain actions can automatically revoke access to sensitive equipment, data or platforms.”
Despite the convenience, Aba doesn’t believe AI should ever replace the human mind or heart.
“While AI must be used responsibly, we can rely on it to review the details, flag areas of concern and even automate responses to matters. I, however, firmly believe that the human element remains a necessity and can never be fully extinguished by advancements in technology.”
“Given that artificial intelligence has been invented and is here, it would be detrimental to turn a blind eye to its use purely because of the dangers associated with using it; rather, we must strive to be digitally progressive and adopt tools that can help us become smarter, more efficient and ultimately better overall at what we do, even if we must proceed cautiously in so doing.”
