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As many HR leaders and their teams continue to think through the impacts of AI on HR’s work, a new McKinsey article offers a few useful ideas. The one part I want to highlight is Exhibit 1, which maps the automation potential of specific HR processes, from candidate screening to payroll to benefits administration, into three levels: 1) fully automated (an agent completes the work end to end, no human involvement), like generating a verification letter; 2) fully automated in delivery (an agent runs the workflow, but a human owns policy and exceptions), like payroll; and 3) augmented (a human leads, an agent supports), like a business partner using agent-assembled analytics in a succession review while still owning the judgment call. A visual like this can help facilitate conversations within HR teams about where AI may reshape their work, and how new ways of delivering that work will require changes in the HR skill set. As HR work moves toward augmented, more consultative, judgment-based work, HR practitioners will need to continue to build capabilities to match. Against this backdrop, you should check out a four-part series by Deloitte, HR Reimagined 2.0., along with downloadable slides, which helps explain how AI will continue to shape the HR function, unlocking more opportunities for HR to create stakeholder value.
