CHROs Agree: AI Transforms HR From Being Transactional Into True Strategic Business Partners

May you live in interesting times.

That old saying originally had a foreboding, almost apocryphal feel to it. Today it has taken on an optimistic tone, because “interesting” is exactly what it is like to be a chief human resources officer today.

I gathered three of the top CHROs in their respective industries — higher education, agriculture and fire/security — to join me for a frank discussion at IAMPHENOM on finding opportunities in the midst of disruption. My guests were Louis Burrell of Dallas College, Ivory Harris of AGCO Corp. and Rebecca True of Pye Barker Fire & Safety.

Out of anyone in the C-suite, CHROs are uniquely positioned to lead the workforce into the future by championing a culture centered around professional growth, skills development and learning, while also championing AI in the workplace. 

A study found that some 90% of C-suite executives believe employees are poised to engage with AI, but only 70% of the workforce would agree, so it’s the CHRO’s role to bridge that divide.

Watch the 30-minute session, read on for the highlights, or see news media coverage of the panel

Human capability risks

I was curious to find out how the CHROs on stage are juggling emerging opportunities and disruptions such as AI, and their responses were insightful.

When AGCO’s Harris thinks about risk, there is none larger than that of human capability. She feels that connecting the dots between growth, change, and disruption is balanced out by solving some of the human capability risks. Helping employees connect the dots between growth and change is crucial because they are part of the same continuum.

By introducing AI into the workplace, HR leaders enable employees’ ease of use of those tools and find connections with what's important to them as well. “That's how you kind of build that train and build that journey with employees in mind,” she said.

Driving culture

The differentiator for Pye Barker, a Georgia-based maker of fire extinguishers, fire sprinklers, and other safety equipment, comes down to one thing: culture. The CHRO’s role in a geographically dispersed organization like Pye Barker is empowering the leaders that the 8,000 employees interact with every day.

Employees “don’t know who I am,” said True. “They don’t care.” That’s why leadership development is job number one for her. It’s integral to a solid culture. So is communication. “Everyone in the company wants to know not just what's happening, but why, and so how do we put that out there in a way that's really true to who we are as a company?” she said.

Mission is everything at Dallas College

Burrell’s job at Dallas College is slightly different than True’s but just as vital to the organization. He leads a workforce whose primary mission is educating and developing students, most of whom are the first in their families to go to college.

“Students come first,” he said.

So it’s his responsibility to hire people who are believers in the mission and develop them professionally to serve nearly 70,000 students. Skill development of leaders is one of the most important things occupying Burrell’s time right now, so he thinks about career pathing and career planning in a whole different way compared to his corporate peers.

His focus seems to be yielding positive results, with several Glassdoor reviews noting the wealth of professional development opportunities and a “great work environment with amazing management,” one post said.

AI = better, smarter, faster

Though the CHROs’ priorities differed slightly based on business needs, there is no mistaking the common thread that unites them all: artificial intelligence. It is changing how each one of them strategizes within their organizations.

The latest research from Cisco shows an astounding 97% of CEOs recognize AI’s benefits and plan to integrate it into their operations, though many fear gaps in their knowledge will hinder decisions in the boardroom and stifle growth. One way CEOs are dealing with this dilemma — empowering their people to act from a position of strength, not fear.

True from Pye Barker said one way to allay employees’ concerns is to remind them how prevalent AI is already in our lives. She cited an app on her phone that quickly summarizes messages in her inbox.

“I don't even have to read what people say in emails anymore,” she said, “it just tells me.”

AI isn’t going to replace you, she advises others, it’s going to make you better.

For Burrell at Dallas College, business strategy is the driver of technology purchases. He looks at what the broader organization is trying to accomplish first, then pivots to how HR can be a full-fledged partner. The key is to look two or three years down the road, not on the here and now. The reality is that thorough planning is needed for funding approval, and he needs to help his team understand the why. 

“Change is not easy for people,” he said, “but once you can get the fear out of the way, then I can start talking about how this is going to upskill you, how this is going to make your job a lot more rewarding, and how you're helping us deliver against the business strategy.”

Related: See how Phenom caters to CHRO priorities

Skills vs. experience

To Harris at AGCO, being skills-based offers more opportunity for individuals versus being experience-based. “Skills are commensurate with the speed of change that’s happening in technology, and those skills are directly connected,” she said.

To prove her point, she said less than a year ago the number one job on LinkedIn was “chief prompt engineer” thanks to the explosion of AI. That begs the question — What degree, what certification, do people need to be a chief prompt engineer?

“It's probably based on skills and getting out there and learning how to do it,” Harris answered. “So to me, again, I think it's an equalizer and it helps create more opportunity.”

Yes, we sure do live in interesting times.

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