AI is becoming your new work colleague. But let's not forget the human ones

Since entering the mainstream in 2022, AI has begun to reshape the world of work and our understanding of what’s possible. Technological advancements and adoption are accelerating at historic rates, driven by proven success and increased productivity.

AI has become a true teammate in the modern workforce, solving real problems alongside the worker. As people and technology continue to grow together, the human capital management (HCM) industry faces a critical responsibility: We must ensure AI innovation remains responsible and ethical, while keeping people at the centre.

That means finding new ways to amplify human creativity and connection, while prioritizing learning that keeps pace with technology. If we succeed in this commitment, we will help build an AI-powered workforce and a future we all want to live in.

Many companies are hyper-focused on AI. According to Stanford University’s 2025 ArtificiaI Intelligence Index Report, Generative AI attracted nearly $34 billion in private investment in 2024, up 18.7% from the previous year.

And adoption is quickly rising to match. Seventy-eight per cent of the companies surveyed used AI in 2024, reflecting a 55% increase from the year before and outpacing the adoption of the internet in the early 2000s. According to ADP Research, 43% of respondents said they used GenAI frequently at work, with heavy users working in technology or information services.

Though still relatively new, AI has already made a profound impact on the world of work. HR technology that leverages AI can solve for real practitioner pain points by automating time-consuming tasks, helping ensure compliance, improving accuracy and providing strategic insights. This will give people time back and allow for more meaningful, strategic and creative work. With the introduction and rapid adoption of agentic AI, the dynamic is further evolving. The workforce is relearning the relationship between people and AI technology. Rather than a tool to be used, AI plays the role of a true teammate, capable of complex workflows, aided decision-making and incredible adaptability.

HR leaders also have a role in helping companies navigate this transition to reap the full benefits of their “new hire”, from both a customer-facing and talent/HR perspective. A report from MIT Sloan Management Review and Boston Consulting Group found that embracing agentic AI “offers possibilities not only to improve cost-efficiency but also to expand revenue, accelerate innovation, compress learning curves, and restructure (internally)”.

In fact, as agentic AI reaches the mainstream, employers will face a critical inflection point that will likely determine their long-term success. Agentic AI has created a two-way conversation between workers and technology, both growing in tandem; companies must build the structures and systems needed to support and manage this new relationship. With a thoughtful AI strategy, the possibilities are, quite literally, limitless.

To understand our path forward, it is important to identify the challenges of this new dynamic. ADP Research data from more than 30,000 survey respondents in the US revealed that people “who use AI on a daily or near-daily basis report the highest levels of engagement, motivation, and commitment to their work”. This result is unsurprising, as top performers tend to be early adopters, and proven results would only increase AI use.

More surprising are the survey’s additional findings. Those same respondents also reported weaker connections to their co-workers and lower productivity.

On closer examination, the findings reveal several key insights on people at work. First, people crave connection. The workplace is full of human moments, conversations and interactions that make us feel like we belong. We create communities of shared experience, and if we aren’t careful some of that could get lost as workflows are automated or replaced by AI.

Second, there is a gap between output and perceived productivity. As AI replaces easy, repetitive tasks, people take on more high-impact, strategic work. The long to-do lists are replaced with work that is more difficult to measure, which can cause an effort-reward imbalance. Easy tasks mean easy wins, and some workers may be feeling that loss. We must create new opportunities to recognize and reward this harder-to-measure work.

The question to answer here isn’t just “how do we use AI?” – it’s “how do we use AI without losing us?”

As AI advancement accelerates, companies must redouble their efforts to upskill and reskill their workforce, starting with their leaders. Workers need to understand when, why and how to use AI in their roles, as well as how to challenge, integrate and manage these systems. Companies can use this as an opportunity for intentional connection, hosting “AI office hours” for people to collaborate, swap tips and feel part of something bigger.

Leaders should be trained not just on the tools, but on the mindset needed to drive change and adoption, as well as facilitate intentional connection. By investing in continuous learning, mentorship, training, ride-along and leadership development programmes, companies can build a culture that truly learns out loud.

It’s also important to note that AI isn’t just a tool for productivity; it can be used to amplify culture and fulfillment at work, enhancing human creativity, critical thinking and inclusion. As leaders refocus on building a culture of growth, they may consider redesigning their talent strategy, including their performance management and rewards processes.

The world of work has reached a pivotal moment. AI is revolutionizing HR technology, changing both how we work and how we feel about work, as well as the customer experience. People who “learn with AI” will gain a distinct advantage over their colleagues, and the gap between early and late adopters will continue to widen.

But as we build this AI-powered future, we must keep people at the centre and prioritize ethical and values-based learning. Workers should feel empowered to ask not only, “Can we automate this?” but, “Should we?” Leaders should focus on culture, invest in upskilling and reskilling, and create opportunities for meaningful connection.

We are at a pivotal point in building an AI-powered workforce for the future of work. Because the future of work isn’t just easy and smart. It’s also wonderfully human.