AI in HR: Why This is HR’s Once-in-a-Generation Opportunity to Lead
Artificial Intelligence is no longer a future promise; it’s here, reshaping the way organizations operate and forcing leaders at every level to rethink how work gets done. In my ongoing conversations with David Creelman, CEO of Creelman Research, we’ve been diving deep into how HR professionals can navigate this evolving landscape. Our mission is simple: to educate, challenge, and support our HR community so we’re not just keeping pace with AI developments, but actively shaping their responsible use.
In HRchat episode 842, David and I were joined by Kim Chaumillon, a seasoned HR executive and fractional Chief People Officer who is rolling up her sleeves and embedding AI into HR and organizational practices. Kim’s perspective is invaluable because she isn’t just talking theory – she’s experimenting, applying, and learning in real-world environments. Our conversation reminded me just how pivotal this moment is for HR.
Why HR Must Lead with AI
Kim made a strong case for why “HR goes first.” In her view, HR has both the responsibility and the opportunity to lead by example when it comes to adopting AI tools. If we want employees and leaders across our organizations to embrace AI, then HR must demonstrate what’s possible by experimenting openly and showing tangible results.
This is not about having all the answers right away. Rather, it’s about creating a culture where curiosity and exploration are encouraged. By trying out new tools, testing different use cases, and sharing both successes and failures, HR professionals can lower the fear factor that often comes with emerging technologies.
As Kim put it, “You can’t ask employees to take a leap if you’re not willing to jump first.”
The Power of Experimentation and Play
One of the most striking parts of our discussion was the emphasis on giving teams explicit permission to experiment. Too often, HR is perceived as the function of rules and restrictions. But in the case of AI, the opposite is needed. Leaders must curate safe, relevant use cases for their teams and empower them to “play” with the tools in a structured way.
That doesn’t mean adopting technology recklessly. Guardrails are essential. But without room to explore, employees won’t build the confidence or capability they need to make AI truly valuable in their day-to-day work.
We’ve already seen tools like Bersin’s Galileo and ChatGPT open new doors for HR professionals—whether it’s drafting policies, creating learning content, or analyzing employee data more efficiently. Kim also introduced us to the concept of “vibe coding”—a process that allows non-technical HR professionals to build applications without needing deep programming expertise. It’s a vivid example of how AI is lowering barriers and expanding what’s possible for all of us.
Looking Beyond Generative AI
Most of the current conversation around AI in the workplace has focused on generative AI—large language models that can create text, images, and more. While these tools are incredibly powerful, Kim reminded us that they’re just the beginning.
The next frontier is agentic AI, where systems don’t just generate outputs but also take action and complete processes autonomously. Imagine AI not only drafting a performance review but also scheduling the feedback session, preparing tailored development resources, and tracking follow-up actions.
For HR leaders, this means thinking strategically about which processes can be automated, where human judgment is indispensable, and how to align AI with long-term organizational goals.
Governance and Guardrails
Of course, adopting AI responsibly requires more than enthusiasm. Governance is critical. HR has an important role to play in developing guidelines and guardrails that ensure AI is used ethically, equitably, and sustainably.
This means addressing familiar challenges like bias in models, but also expanding our perspective to consider less-discussed issues such as environmental impact. Training and running AI models consumes significant energy, and HR leaders should be part of the cross-functional discussions that weigh cost, efficiency, and sustainability.
The AI “Chief of Staff”
One of my favorite moments in our discussion with Kim was when she shared her vision for developing her own AI “chief of staff.” Imagine a virtual assistant that not only manages calendars and emails, but also synthesizes data across systems, anticipates needs, and flags issues before they become problems.
It may sound futuristic, but this type of AI-enabled role is within reach sooner than many realize. For HR leaders, the ability to deploy such tools would be transformative, allowing us to focus more energy on strategy, relationships, and culture—the aspects of work that truly require a human touch.
A Call to Action for HR Leaders
What became clear in our conversation is that this is a once-in-a-generation opportunity for HR. We can either stand back and let AI adoption be driven entirely by IT or operations—or we can step forward, shape the agenda, and ensure these technologies enhance human potential rather than diminish it.
That means experimenting ourselves. It means building partnerships across functions. It means developing governance frameworks that balance innovation with responsibility. And it means daring to imagine bold possibilities, like AI chiefs of staff, that could fundamentally change how we lead.
If HR chooses to lead, we won’t just be helping our organizations adopt new tools. We’ll be redefining what it means to be strategic partners in a digital-first world of work.
This is not a challenge we can afford to delay. The pace of change is accelerating, and the organizations that thrive will be the ones where HR steps confidently into this role.
As Kim reminded us, the future isn’t waiting. HR must go first.
Connect with me on LinkedIn and view David’s profile here.
