Harnessing AI to ensure fairness, innovation, and adaptability. Redefining HR strategies for the future of work, in an interview with Alessia Canfarini.
In today’s rapidly evolving digital landscape, HR, like the broader world of work, is navigating transformative influences that are reshaping how talent is acquired, managed, and developed.
The ability to integrate AI effectively while preserving the human essence of work and addressing ethical considerations represents one of the most significant challenges for the future of human resources.
Today we’re surfing with Alessia Canfarini, Equity Partner at BIP and Head of the Human Capital Center of Excellence.
How do you see AI transforming traditional HR practices, particularly in talent acquisition and employee management?
AI has the potential to profoundly reshape traditional HR practices. In the area of recruitment, AI can significantly reduce the time required to identify and evaluate candidates, streamlining the selection process and enabling quicker handoffs to managers. However, this efficiency comes with challenges, as AI systems often inherit biases from their design, which can result in uneven outcomes, such as favoring certain demographics over others. Addressing these biases is essential to ensure fairness in hiring.
In terms of employee management, AI provides tools for detailed performance tracking, offering insights into work patterns and productivity through data generated by collaborative platforms. Beyond tracking, AI can act as a powerful assistant, automating routine tasks and saving employees valuable time—studies suggest up to three or four hours per week. This freed-up time can then be directed toward strategic thinking, fostering collaboration, and other high-level activities that enhance workplace effectiveness.
AI also facilitates access to a broader and more diverse talent pool by transcending geographic barriers, especially appealing to younger generations who prioritize flexibility and remote work options. However, its impact varies across roles, benefiting strategic and development-oriented positions more significantly than others
With automation becoming more prominent, what role does AI play in helping employees reskill and stay relevant in an evolving job market?
Here too, AI plays a pivotal role. Its impact goes beyond simple cost-cutting and efficiency improvements—it requires a strategic alignment with an organization's goals and values.
To illustrate, AI integration must be tailored to the specific business model and customer journey of each organization. For example, a fast-food chain like McDonald's prioritizes speed and efficiency, whereas Starbucks focuses on creating a welcoming environment where customers feel comfortable staying longer. In both cases, AI can streamline operations, but the approach must align with their unique market positioning. This demonstrates that AI's potential is maximized when it supports specific business processes rather than being deployed generically for automation's sake.
From a reskilling perspective, AI can identify which skills are becoming obsolete and which are emerging as essential. It allows organizations to retrain employees to focus on areas where human creativity, decision-making, and interpersonal skills are irreplaceable. For example, AI can help free up time from repetitive tasks, enabling employees to focus on higher-value activities such as strategic thinking, stakeholder engagement, or innovation. This shift not only benefits the organization but also supports employees in building skills that keep them relevant.
However, a broader vision is required from leadership, especially in industries resistant to change. We need to find a balance between economic priorities and the long-term social impact, focusing on reskilling employees to mitigate the risk of creating a disengaged or obsolete workforce.
In summary, AI is not just a tool for automation but a means to rethink how work is performed, enabling employees to transition from repetitive roles to more strategic, impactful positions. Its true value lies in its ability to enhance processes while fostering a workforce capable of adapting to the demands of a rapidly changing market.
Can AI tools help HR departments create a more inclusive and diverse workplace? If so, how?
AI tools can indeed help HR departments create a more inclusive and diverse workplace, but this requires careful design and implementation. Inclusivity depends on how AI is developed and the extent to which it accounts for the many dimensions of diversity.
AI has the potential to map and address a broad spectrum of diversities, including gender, generation, age, and cultural background, among many others. According to the “4 Layers of Diversity” model by Lee Gardenswartz e Anita Rowe, diversity can be categorized into at least 16 dimensions, but awareness of this full range is often limited. By embedding this understanding into AI systems, organizations can ensure that their tools recognize and value these differences, fostering a more inclusive environment. For instance, AI can help identify patterns of underrepresentation in hiring or advancement and suggest strategies to address these gaps.
Another key advantage of AI is its ability to democratize access to knowledge and resources. By providing equitable access to information and training opportunities, AI can help close skill gaps within teams. For example, employees can use AI-powered tools to develop skills in areas they have not formally studied, enabling greater participation in evolving roles. However, while AI offers these opportunities, its reach is not yet universal. If not carefully implemented, AI may unintentionally reinforce exclusivity by benefiting only those with access to the technology or the skills to use it effectively.
This underscores the importance of aligning AI with social inclusivity goals. AI systems should be designed to ensure that they genuinely benefit a diverse workforce, addressing systemic barriers and expanding access to opportunities. For HR departments, this means not only leveraging AI to improve diversity but also fostering digital equity to make these tools accessible to everyone. The challenge is not between humans and AI, but between humans who use AI and humans who are not able to use it.
What are some challenges HR professionals face when integrating AI into their operations?
Integrating AI into HR operations presents several challenges, many of which are deeply tied to the traditional structure and mindset of HR functions. In some contexts, HR roles have historically been under-resourced and focused on compliance rather than strategic business contributions. HR professionals may face challenges in adopting and leveraging AI effectively due to varying levels of experience with budgetary, data-driven, and strategic decision-making. Additionally, some organizations use older systems, which can create a technical gap that makes the adoption of AI-powered tools more complex. However, with ongoing learning and system upgrades, HR teams can successfully integrate AI to enhance their operations.
One major challenge is the rapid shift in required competencies. AI demands not just technical adoption but a cognitive transformation within organizations. HR professionals must facilitate the reskilling of large segments of the workforce, adapting to changes where previously "soft" skills—like adaptability and critical thinking—are becoming critical "hard" skills. This requires the development of robust training and education programs, as well as a clear strategy for measuring and fostering new skills.
Another difficulty lies in building cross-functional teams to manage AI adoption. Successful integration requires collaboration between experienced professionals with human-centric expertise and those with technical skills. Teams must balance routine standardization tasks with staying updated on AI's fast-evolving landscape, which can be resource-intensive and complex.
The demographic challenge is also significant. Different generations within the workforce may have varying levels of technical skills and business experience. This diversity necessitates innovative approaches to collaboration and knowledge sharing to effectively adapt to AI-driven changes.
In your opinion, how can AI help HR foster a culture of continuous learning and development to build a sustainable and future-proof workforce?
At its core, the challenge lies in creating environments where individuals are empowered to learn how to learn. This mindset shift emphasizes adaptability and the ability to acquire new skills as needed, rather than relying on static expertise.
AI can accelerate this cultural transformation by enabling the rapid evolution of competencies. For instance, AI-powered learning platforms can identify skill gaps in real time and deliver personalized, context-specific training. This adaptability is crucial in a world where technical and soft skills are evolving at unprecedented speeds. Creating ecosystems of learning is another key aspect where AI can contribute.
AI can help redefine boundaries that currently hinder innovation in learning. While regulatory or institutional constraints may create separation between different sectors, AI can bridge these gaps by creating virtual environments where knowledge transfer and unexpected synergies can occur. This open, boundary-less approach to learning fosters creativity and innovation, building a workforce capable of navigating complex, unpredictable challenges.
In conclusion, AI is not just a tool for delivering training but a catalyst for cultivating a dynamic, interconnected learning culture. By enabling personalized learning, promoting interdisciplinary skill development, and breaking down institutional barriers, AI helps organizations prepare for a sustainable and resilient future.
What ethical considerations should HR leaders keep in mind when adopting AI in the workplace, particularly concerning privacy, data security, and employee autonomy?
The adoption of AI in HR requires a thoughtful approach that balances technological advancement with a commitment to ethical integrity. This ensures that AI serves the organization and its people in a manner that respects their rights and enhances their professional experiences.
HR leaders must ensure transparency, explaining clearly how data is collected, used, and protected. Compliance with legal frameworks like GDPR in Europe reflects the importance of prioritizing individual rights and maintaining a strong ethical foundation.
Cultural and regional differences further complicate the ethical landscape. Europe’s humanistic tradition emphasizes fairness and transparency, while other regions may prioritize innovation or national interests. HR leaders operating in global organizations must navigate these differing norms, adapting their strategies to align with local regulations while adhering to universal ethical principles.
How do you envision the future of HR with the continued advancement of AI?
The future of HR with the continued advancement of AI is deeply intertwined with broader questions about the evolution of humanity and work itself. AI's rapid development holds both astonishing potential and significant challenges, reshaping not just HR but how individuals and organizations operate and grow.
Specifically, HR’s role will evolve to address ethical, legal, and social challenges. As AI capabilities outpace regulatory frameworks, HR can become a bridge, advocating for proactive measures to address gaps in policy and ensuring that AI is used responsibly. This includes safeguarding employee rights, managing the ethical implications of automation, and fostering inclusive and equitable workplaces.
More broadly, HR may take on a mission of societal leadership, driving innovation in how organizations cultivate talent. By creating systems that emphasize social and cultural awareness alongside technological adoption, HR can help ensure that the rapid pace of AI-driven change benefits individuals and communities.
Ultimately, the future of HR lies in its ability to adapt and redefine its purpose in a world transformed by AI. It must shift from traditional functions to becoming a catalyst for human and organizational growth, ensuring that AI supports a sustainable and equitable future for all.
Equity Partner at BIP and Head of the Human Capital Center of Excellence, for the same consulting firm, Alessia Canfarini holds the role of DE&I Global Project Leader, ESG Committee Executive Member, and Management Team Executive Member (for Italy). Alessia Canfarini is also a UNI Italian Circular Economy Commission Expert Member and Strategic Advisor and Board Member of Assoconsult Confindustria.
Business is a significant part of her life in its many forms, many of which are linked to the concept of inclusion and equity on multiple fronts and levels. With the Human Capital Center of Excellence, Alessia is involved in designing, implementing, and promoting activities related to sustainable development, values linked to Diversity and Inclusion, and the well-being of people in the company.
For over 25 years, Alessia has supported CEOs, Executives, and Board Members in business transformation and innovation, focusing on purpose, people, and the digitalization of processes for an ethical and sustainable business impact.
Alessia is a supporter of the life design method and believes that knowledge is a tool for professional and personal growth. In her studies, Alessia obtained a degree and a master's in HR Management, as well as masters and certifications in Italy and abroad in the areas of sustainability, circular economy, and coaching. The most recent is the NED (Non-Executive Director) Board Academy Certification.
Alessia believes in talent as the potential of human capital that each of us possesses and that must be cultivated and facilitated through support and experiential openness to the world.
Alessia’s main attitude has always been to develop relationships and connections through various projects. In addition to her work, she dedicates herself to extensive outreach and mentoring activities, writing books and articles, conducting industry research, and speaking on governance issues.