“Despite organizations’ continuous digitization investments, two-thirds of HR leaders state that their HR technology solutions have either been “not at all” or only “slightly to moderately successful” in helping them meet objectives such as improved agility or reduced cost, leaving significant value untapped.”

How CHROs Can Prepare Their Function for AI, Gartner

This is according to a report by Gartner®, a firm that delivers actionable, objective insight to executives and their teams.

How CHROs Can Prepare Their Function for AI’ draws on a range of research to deliver recommendations for HR professionals to capitalise on – and prepare their function for – the benefits of AI.

These recommendations are built around three foundational components, skill set, role, and mindset.

CHROs must create an environment in which AI can succeed. This requires three foundational components (see Figure 1).”

How CHROs Can Prepare Their Function for AI, Gartner
Figure 1: Foundations of an AI-ready HR Function
Three Foundational Components of an AI-ready HR Function
1. Skill Set
- Focus on Crucial HR Competencies
- Manage Digital Personas
- Pilot HRIT Fusion Team
2. Roles
- HR Technologist
- HR Product Owner
- Minimum Viable AI Center of Excellence
3. Mindset 
- Get the Change You Seek Via Culture Hacking
- Experiment Broadly With AI to Solve Problems
- Reduce Resistance to AI

AI in HR: Skill set

The first foundational component, skill set, explores digital dexterity, offering three considerations to encourage HR teams to become more digitally dexterous.

“Digital dexterity in HR is the ability and ambition to understand technology innovations and advocate for them when applicable to address key talent and business challenges. Digital dexterity allows HR teams to adapt their processes, when necessary, to keep pace with technological changes, and thus, drive continuous improvement and end-user adoption of HR technology tools and solutions.”

How CHROs Can Prepare Their Function for AI, Gartner

AI in HR: roles

The Gartner 2023 HR Budget and Efficiency Benchmarking Survey revealed that almost half (49%) of CHROs intend to increase their HR technology budgets this year.

However, in How CHROs Can Prepare Their Function for AI, Gartner states:

“Success with AI will require more than just a good plan and a larger budget. It will require a set of critical roles: HR technologists, HR product owners, and a minimum viable AI in HR centre of excellence (COE).”

How CHROs Can Prepare Their Function for AI, Gartner
Figure 3: Critical Roles for an AI-Ready HR Function

1. HR Technologist
- Drives an integrated approach between HR and IT.
- Collaborates with stakeholders during phases of the AI system life cycle.
- Ensures alignment with real, prioritized business problems.

2. HR Product Owner
-Understands HR capabilities end-to-end.
- Manages technology-driven product design ( and redesign).
-Manages technology's impact on critical milestones of an employees experience.

3. Minimum Viable AI in HR COE
- Builds a strategic roadmap for AI adoption.
- Demonstrates value that builds trust in AI and momentum.
Accelerates AI adoption by prioritizing optimal use cases.

AI in HR: mindset

In the new report, Gartner underscores the necessity of fostering a mindset and culture that embraces innovation, risk, and agility to help AI in HR succeed. Recommending CHROs focus on realising change, problem solving and addressing fear around AI.

“Moving toward an AI-ready HR function requires CHROs to engage in concrete discussion with their teams about the broad range of changes required to their own and their HR team’s mindset, behaviors, and culture.”

How CHROs Can Prepare Their Function for AI, Gartner

Ready to start your AI in HR journey?

To find out more about how to create an AI-ready HR department, download the Gartner® report How CHROs Can Prepare Their Function for AI’.

Gartner, How CHROs Can Prepare Their Function for AI, Seyda Berger-Böcker, Helen Poitevin, Seyda Berger-Böcker, Helen Poitevin, 18 December 2023

GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.