AI can take repetitive work off HR’s plate, freeing the people function to focus more of its time and expertise where it matters most. According to Paolo Urzi, partner development manager for the SADC region at Factorial, that is the most useful AI conversation for HR leaders.
As the technology moves beyond IT and into everyday business operations, he believes HR leaders need to identify where it can create real value without losing the human judgement at the heart of the function.
In this conversation, Paolo explores what it means to be AI-ready, where HR can find the quickest wins and how leaders can modernise their technology stack without simply adding more complexity.
Q: With AI dominating most conversations, how would you define an AI-ready HR function?
Readiness is about more than just implementing a new software tool. It begins with identifying where technology can solve genuine operational challenges within the function.
This involves auditing time-intensive processes, surfacing repetitive manual work and pinpointing friction points for both managers and employees.
A strong digital foundation is also essential. Fragmented data across disparate spreadsheets and legacy systems makes AI adoption difficult. A unified HR environment provides the necessary stability for automation and data-driven insights to flourish.
Ultimately, readiness is the intersection of clean data, integrated workflows, modern technology and a strategic shift in how we view HR work.
Q: Where can HR teams find the most immediate opportunities for AI?
The most significant impact often comes from automating the routine tasks that drain organisational capacity.
Consider the recurring questions HR must answer, the basic workflows employees follow, the reporting requirements and the self-service needs of managers. These individual tasks might seem minor, but collectively they consume a vast amount of time.
AI and automation streamline these interactions, making workforce information more accessible and reducing the administrative load. The goal is not total automation, but rather automating the right areas. This gives HR professionals the freedom to focus on high-impact work that requires a human touch.
Q: What are the common pitfalls when implementing AI in HR?
A frequent error is prioritising the technology over the actual business problem.
Instead of asking how to use AI, leaders should ask where they are currently losing time or where decision-making is stalled due to a lack of data.
Identifying these pain points naturally reveals where technology can provide the most value.
User adoption is also critical. Even the most advanced solution is useless if it is difficult to navigate. AI should simplify the employee experience, making HR interactions more intuitive.
Q: Is there a risk that AI will make the HR function less human?
I believe the opposite is true; AI allows HR to become more human.
HR teams are often bogged down by administration because those tasks are necessary to keep the business running. By automating these repetitive processes, we create space for the conversations that matter.
Culture, development, leadership and engagement are complex areas that cannot be handled by algorithms. Technology should empower HR to focus on these strategic and human-centric priorities.
Q: How should CHROs evaluate their current technology landscape?
I recommend a candid review of the existing HR and employee journey.
Consider these questions:
- Where are our primary administrative bottlenecks?
- How many different systems must an employee use?
- Is our data easily accessible when we need it?
- Could self-service reduce the volume of routine queries?
- Are manager tasks efficient or cumbersome?
- Will our current tools scale as the business evolves?
The answers will clarify whether your technology is an enabler or just a way to manage the status quo.
Q: What should be the top priorities for the coming years?
Focus on three strategic pillars.
First, simplify. Remove unnecessary complexity from your systems and workflows. Second, automate. Use technology to handle repetitive tasks and increase efficiency. Third, build for intelligence. Once your data is unified, AI can help everyone from employees to executives make more informed decisions.
The leaders who succeed with AI won't be those who buy the most tools, but those who apply technology where it creates real business value.
Q: What is the most important question an HR leader can ask today?
I suggest asking this: “If we were starting from scratch today, knowing what AI can do, would we design our HR function this way?”
If not, you have a clear starting point for change. You don't need to overhaul everything overnight. Begin by tackling the areas of highest friction and build a roadmap focused on measurable impact.
The future of HR isn't about technology alone; it's about using that technology to build a more strategic and connected function.
