Embracing the human–AI partnership

Dr Azka Ghafoor, Lecturer in the Department of Management at the University of Otago, provides suggested areas of attention for HR professionals when considering how AI and people can thrive together.

The future of HR isn’t arriving it’s already here. And at its centre lies a paradox: the more we automate, the more human we’re expected to become. In this evolving landscape, HR professionals are not just responding to change they are designing it. The question is: are we ready?

...the more we automate, the more human we’re expected to become.

In a previous column (see Human Resources summer 2024 issue – Research Update), I explored how AI and human creativity can complement each other. That conversation has only deepened. As AI moves from the periphery into the engine room of modern organisations, HR’s role is shifting, from operational support to being the strategic architect of work ecosystems where people and machines thrive together. I propose the following elements of this ecosystem need to be further developed.

1. HUMAN-CENTRIC BY DESIGN

A future-ready HR function must be human-centric, not just in sentiment but in structure. That means designing policies, workflows and technologies that reflect people as learners, meaningmakers and ethical agents.

Recent research indicates that employees are more likely to trust AI when they perceive it as augmenting, not replacing, human judgement. For instance, AI tools that detect burnout risk from digital behaviours can initiate wellbeing conversations rather than trigger top-down interventions. This research suggests involving employees in AI implementation could mitigate any adverse impacts of AI and enhance positive outcomes.

2. BEYOND DIGITAL LITERACY: THE NEW SKILLSET

HR cannot afford to simply keep pace; it must anticipate and prepare. This means nurturing AI literacy within the profession, not just the ability to use AI tools, but understanding their assumptions, risks and ethical boundaries.

According to the World Economic Forum and its Future of Jobs Report (2025), the disruptions to skills have stabilised to some degree, and employers now expect 39 per cent of workers’ core skills to change by 2030. However, the top skills for the coming years include resilience, systems thinking and social influence. No machine can masterfully replicate these capabilities, yet they are often missing from traditional development pathways. HR leaders must rethink capability frameworks, moving beyond static competency models to dynamic, evolving skill ecosystems. Research highlights the necessity for HR professionals to engage with AI technologies critically, ensuring that their implementation aligns with ethical standards and organisational values.

3. Trust Is The New Currency

No matter how powerful the technology is, if employees don’t trust it, it won’t deliver value. Trust must become a cornerstone of AI implementation in HR.

Explainable AI (XAI) is gaining traction for good reason: it enables users to understand how decisions are made and not just what the outcomes are. By embedding and encouraging questions around trusting AI, HR can help bridge the technical and human, ensuring algorithms are not only compliant but comprehensible

In Aotearoa New Zealand, trust also carries cultural weight. Blanket AI policies built offshore may fail to account for Te Tiriti o Waitangi obligations and the unique multicultural expectations of Aotearoa around fairness and inclusion. Aligned with this, the Office of the Privacy Commissioner should address and emphasise the need for algorithmic transparency, to build public confidence.

Trust is the new currency for AI implementation in HR

4. CO-CREATING THE FUTURE OF WORK

Perhaps the most exciting shift is that the future of HR is no longer being predicted, it’s being co-created. In classrooms, hybrid teams and digital platforms, we’re seeing new work practices emerge organically.

Accenture (2021) found that organisations thrive when AI is used to empower rather than displace workers. This is where HR thrives, not as gatekeepers, but as gardeners, cultivating environments where people and technologies grow together.

A future-ready HR is agile, values-led and deeply human. It’s not about choosing between people or machines but designing work where both contribute meaningfully.

A Call To Action

AI is not a destination. It’s a tool. The choices we make today – about which tools we use, how we use them and who we include in the conversation – will shape the workplaces of tomorrow.

So, here’s the invitation: don’t just learn about AI. Lead with it. Shape it. Question it. And above all, centre the human in every decision you make. Because, in the age of AI, our humanity is not a weakness, it’s our greatest advantage.

Dr Azka Ghafoor is a Lecturer in the Department of Management at the University of Otago, with experience in corporate training, business development and organisational management. Her research spans the areas of creativity, innovation, employee wellbeing and resource optimisation. Dr Ghafoor has collaborated with national researchers and is keen to engage in future interdisciplinary projects. Currently, she focuses on the impact of disruptions – particularly the rise of artificial intelligence (AI) – on important organisational success indicators in modern workplaces, exploring how the relationship between AI and humans is reshaping organisational dynamics.