From AI Investment to Impact: The CHRO’s Guide to Bridging the Performance Gap

HR leaders navigate a persistent challenge with their technology investments. AI tools meant to solve hiring problems frequently create new complications, leaving teams frustrated and leadership questioning budget allocations.

The numbers confirm the challenge. Checkr’s 2025 Survey Report: CHRO Insights — Driving Solutions for the Workforce of Tomorrow illustrates that while nearly half of CHROs recommend AI for resume screening and bias reduction, most are still unable to prove meaningful returns on their AI investment. Organizations face budget constraints, internal resistance, and customization challenges that often prevent successful implementation. This isn't simply another technology adoption hurdle — it's a fundamental disconnect between AI marketing promises and workplace reality that's reshaping how leaders approach HR technology strategy.

On the recent episode of Talent Experience Live, host Devin Foster sat down with Kristen Ditsch, Solutions Marketing Lead at Checkr, to discuss the research outcomes. Their discussion explores why many organizations continue to invest in underperforming AI tools and what sets apart the companies whose technology is not only meeting, but exceeding expectations.

The ROI Reality Check: Why AI Investment Can Fall Short

Budget limitations affect 18% of surveyed CHROs, but the deeper issue involves three interconnected problems that prevent successful implementation. "Teams struggle to achieve ROI for a combination of reasons, budget limitations, internal resistance, [and] challenges with customization," Ditsch explains.

Internal resistance emerges as a significant factor, with 17% of leaders reporting pushback from hiring managers and recruiters. This resistance often stems from teams already burdened with manual tasks, who view new technology as additional complexity rather than relief from repetitive work.

The data quality problem creates the final barrier. AI systems require consistent, high-quality information across platforms to function properly. When candidate data exists in multiple disconnected systems, or when historical information lacks temporal context, even advanced algorithms struggle to provide meaningful insights. "A lot of this comes with teams struggling to select vendors that do have integrated solutions," Ditsch notes, emphasizing that organizations need "easy-to-use interfaces that make it easy to understand and take action on what they're seeing in their platforms."

Building Business Cases for AI Investment

AI investments create value through process optimization rather than just technological sophistication. Background check acceleration provides a concrete example of measurable impact. Ditsch's team found that AI-driven processes complete background checks five days faster than traditional methods, enabling companies to onboard talent sooner and capture revenue while competitors remain stuck in lengthy approval cycles.

The compounding benefits extend beyond hiring speed. Faster onboarding reduces candidate dropout rates in competitive markets. "We're seeing in some industries that candidates are going to 60+ % of the time take the first job that they're offered," Ditsch observes.

Personnel benefits also emerge through reduced manual work and improved job satisfaction. "HR teams are going to be more satisfied. They're going to get back to more meaningful work," Ditsch explains, noting that this satisfaction translates to lower turnover in HR departments themselves — a cost often overlooked in ROI calculations.

Building Buy-In for New Technology

The internal resistance rate reflects deeper concerns than simple reluctance to adopt new AI-powered technology. "The frontline teams are usually those who are saddled with the burden of manual work," Ditsch highlights. "They may often be the ones who are open to trying new technologies. However, resistance may also come from adjacent teams with concerns about compliance, security, or integration” she explained. To address this, critical strategies for building AI investment buy-in include:

Early involvement in selection processes: Including potential users in vendor evaluations and pilot programs creates ownership rather than imposing change from above. This participation transforms skeptical team members into invested participants.
Clear demonstrations of job benefits: Show concrete time savings and efficiency gains through specific examples rather than abstract promises. Teams need to visualize how technology will improve their daily workflows and reduce manual tasks.
Identify internal champions: Leaders who recognize benefits can advocate for new technology and influence colleagues through peer credibility. These champions become valuable allies during implementation phases.
Address distributed team concerns: For remote or geographically dispersed teams, showcase how technology maintains connections across locations and supports collaborative workflows.
Leverage vendor expertise: Partner with vendors to provide training sessions and support systems that build employee confidence in new technology.

Technology Integration and User Experience

Surveyed CHROs report that their technology stack exceeds expectations — a result that stems from treating purchases as isolated decisions rather than integrated system design. "It's surprising to see some of these technologies that don't consider integrations table stakes," Ditsch points out.

This gap becomes particularly challenging when organizations invest heavily in AI solutions without considering how they'll work within existing workflows. Modern systems should actively minimize manual data entry across platforms while serving the diverse needs of users. HR administrators require sophisticated configuration options, hiring managers need simple interfaces for routine tasks, and candidates demand intuitive mobile applications that work seamlessly.

The same principle that drives technology success applies directly to employee engagement strategies. Report findings confirm that flexible working options remain the most impactful practice across all generations, but inclusive training and onboarding programs increasingly drive engagement by bridging generational gaps between different workforce segments. "You can’t have a single message going to market and feel like it's going to land with everyone," Ditsch explains. "We're so accustomed to such a hyperpersonalized experience as consumers."

This integration between technology capabilities and employee experience expectations creates competitive advantages for organizations that execute it successfully, leaving behind those that continue operating with disconnected systems and generic messaging approaches.

Measuring What Matters: Underutilized KPIs

While quality of hire and employee turnover rate rank as top KPIs for HR teams, two significantly underutilized metrics deserve attention: employee engagement scores and program ROI analysis.

Employee engagement data provides early warning signs of potential retention risks. "Analyzing engagement data can provide so much valuable information about satisfaction, productivity, and retention risks," stated Ditsch. In post-pandemic hiring markets, staying ahead of voluntary turnover prevents cascading effects of understaffing, and here, program ROI analysis becomes essential in the current economic climate. "Make sure that you are protecting the investments that the business has already made in HR, or even potentially showing such a stellar return on investment that you're able to ask for more budget," Ditsch emphasizes.

Data Challenges: Collection Versus Influence

Survey results indicate that about one-third of HR leaders find data collection more challenging than using data for influence and decision-making. This pattern reflects HR departments' historically less sophisticated technology stacks compared to other business functions.

"There are so many cool tools now that you can use," Ditsch observes, referencing AI platforms that can transform data into compelling visualizations and strategic documents. However, organizations must first establish consistent data collection practices across their technology ecosystems.

Context becomes critical when presenting data for strategic decision-making. Raw metrics without explanatory frameworks fail to drive action or secure buy-in from stakeholders who need to understand implications and recommended responses.

The Agility Imperative: Building Adaptive HR Organizations

Despite 70% of surveyed CHROs describing their organizations as agile, AI investment implementation challenges suggest room for improvement in organizational adaptability. The disconnect between perceived agility and actual performance reveals that many businesses confuse flexibility with true adaptive capability. Real agility demands more than responsive leadership — it requires embedded systems that support continuous learning, rapid pivoting when strategies don't work, and cultural acceptance of iterative improvement over perfect first attempts.

Organizations must develop muscle memory for testing new approaches quickly, measuring results objectively, and scaling successful pilots while discontinuing ineffective initiatives without lengthy deliberation processes. The future belongs to organizations that view technology adoption and AI investment as an ongoing capability rather than a one-time implementation project. This human-AI partnership model addresses both efficiency needs and employee development goals, enabling HR teams to focus on strategic work while technology handles routine tasks.

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Devi B

Devi is a content marketing writer who is passionate about crafting content that informs and engages. Outside of work, you'll find her watching films or listening to NFAK.