Artificial Intelligence (AI) is rapidly evolving and transforming our workplaces. News articles and reports frequently highlight stories of AI replacing entry-level and office jobs, especially those roles that focus heavily on data processing and analysis. As such, professionals in these fields may feel particularly vulnerable.
The question facing senior leaders should no longer be ‘when’ AI will disrupt the status quo, but rather how to manage that inevitable disruption in both a human and a strategic way.
MarketWatch recently reported that AI could replace millions of US jobs within 18 months, while Business Insider and the Financial Times echo the same message—AI is rewriting our existing business structures and commercial models, eliminating roles in the process.
Risks to early-career professionals
This wave of change has implications, especially for early-career professionals. Entry-level positions are vital to organisation succession planning, diverse thinking, and social mobility, and yet they are at the greatest risk.
AI brings undeniable benefits, including productivity gains, faster decision-making, and cost efficiencies. However, the speed of change can outpace organisational strategies and workforce preparedness, with risks including the displacement of junior roles in favour of cost-saving AI tools that can deplete talent pipelines and increase graduate unemployment, a lack of understanding of AI use and transparency that may erode trust and confidence, and bias in AI systems, with tools used in recruitment and promotion being shown to replicate or even amplify existing inequalities.
The role of HR in ethical AI adoption
Regulatory and ethical considerations
The EU’s AI Act places a stronger emphasis on human oversight, transparency, and risk classification, especially where AI impacts people in an employment context.
Human Resources (HR) are therefore best placed to lead ethical AI adoption and challenge leadership decision-making.
HR as a strategic AI partner
HR not only needs to balance the benefits of the technology but also mitigate the risks by embedding fairness, inclusion, and human-centricity at every stage of the transformation process.
To respond effectively, HR leaders need to move beyond compliance to become architects of AI-enabled workforce strategies.
HR should work to redefine entry-level roles and upskill staff who understand, monitor, and augment AI tools. AI literacy should be incorporated into graduate programmes and graduate positions, enhanced with placements that increase cross-functional literacy.
HR can also conduct AI-readiness audits to understand existing skill and confidence gaps and identify opportunities for AI to build a future-ready workforce.
Leading AI Change with transparency and empathy
Embedding ethical oversight, HR must continue to play a leading role in ensuring oversight of AI systems and tools, particularly where AI is used in decision making, such as hiring, promotion, or performance reviews.
Leading with transparency and empathy, HR can also create engagement loops and develop communication strategies to ensure employees have a voice in the decision-making and managers are equipped to discuss the benefits and boundaries of AI tools.
Listening at scale, provides opportunity to integrate pulse surveys and forums to gauge employees' perceptions of AI and automation, mitigating fear and building trust.
The future of work: Human and AI collaboration
While AI offers many benefits, it will never replace the essential role of people. Instead, it will increase the demand for adaptability, creativity, and emotional intelligence.
Integrating AI is not just a challenge for IT, it also represents a transformation for people within organisations. HR leaders must lead this change in a human and strategic manner.
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