HR leaders continue to reevaluate and evolve their HR operating models to enhance functional efficiency, effectiveness, and stakeholder value. One component of an HR operating model is HR Shared Services (HRSS)—a part of HR traditionally responsible for managing transactional HR tasks, allowing the rest of the function to concentrate on strategic work. However, as highlighted in this article, only 32% of HRSS leaders perceive business leaders as recognizing the value of HRSS. And with AI offering new capabilities that can handle many routine and high-volume tasks performed by HRSS, a crucial question arises: what will be the purpose of HRSS going forward? The article suggests three ways that HRSS can provide value. Given AI’s impact on HRSS, one recommendation offered is to redefine and broaden the roles within HRSS—focusing on upskilling employees to take on diverse tasks beyond traditional transactional work. The article highlights a case study from Hewlett Packard Enterprise (HPE) that showcases successful strategic skills-building initiatives within HRSS, resulting in unlocked capacity in HR and career opportunities for HRSS employees. As an additional resource, I am resharing my curated list of 5 Resources on HR Operating Models.