Through their different journeys, people leaders at Moderna and ServiceNow highlight where HR must focus to successfully integrate with IT and lead AI-driven transformation. “Someone needs to grab the AI agenda, and I think it should be HR,” says Moderna's Tracey Franklin
New research suggests employees are overwhelmed by change—and AI is a prime driver. This expert offers HR leaders strategies to help the workforce thrive through transformation.
HR must help CEOs by guiding workforce strategy, clarifying talent costs, building AI literacy across leadership and evolving culture alongside technology. “You need to become much more of an enterprise leader, a true strategic navigator,” said Peter Aykens, chief of research at Gartner.
“Before we can answer questions about the workforce, we need to answer questions about the work, because work is changing,” according to Gartner's Harsh Kundulli.
Leading transformation isn’t just about technology, according to this expert. It’s about preparing employees, strengthening skills and guiding the workforce through uncertainty.
The HR Policy Association announced this week it has rebranded to the CHRO Association. Three leaders spoke exclusively with 'HR Executive' about the transformation.
Internal talent mobility has historically referred to moving talent to different jobs within the organization to create learning opportunities. With the help of AI, we can now think of internal talent mobility more flexibly.
Organizational agility is a critical differentiator for orgs looking to thrive through change and uncertainty. New research from i4cp suggests a path forward.
Though more than three in four companies use AI in some capacity, only 27% have achieved AI adoption across their entire organization. The human element remains the barrier.
Navigating the new landscape requires more than just adopting new technology; it calls for the development of a new type of professional and a radical rethinking of the HR function itself,
Despite burnout-busting evidence, anxiety about AI runs high among frontline employees, according to a new report from UKG. Work needs to be done, one leader says, to "explain the 'why' behind AI."
"As leaders, we want to make people feel like they can grow, learn and develop within the company," said Amy Cappellanti-Wolf, the company's chief people officer.
HR employees must shift from delivering workflows to "understanding the experience and product they want end users to have and how they can use the technology to deliver this with AI solutions," according to Gartner's Eser Rizaoglu.
Ferring Pharma's Purvi Tailor explores how the organization is balancing an investment in technical skills and culture as it strives to create a workforce and organization that will thrive in the future.
West Monroe's David Borowski suggests organizations must "not abdicate critical thinking." He says success comes from transforming to use AI strategically, not from technical skills alone.
Leaders stand on stages proclaiming that employees are their greatest asset in the AI era. Yet a lack of investment in reskilling often tells another story.
Under the leadership of CEO Jen Morgan, who joined in August 2024, UKG’s executive team announced a rebrand that reimagines the company's position in the market while maintaining its core strengths.
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