AI in HR: Technology needs to create value in the real HR day-to-day

AI is making its way into more parts of HR. The technology can help find information, structure data, draft content, and make HR knowledge more accessible to employees and managers.

According to the International Labour Organization's analysis of generative AI and the labor market, around one in four employees globally works in an occupation with some exposure to generative AI. The ILO estimates that the technology will primarily change tasks and job content.

For HR, this development is therefore about both applying AI and preparing the organization for new tasks and skill requirements.

Where can AI create value?

AI can support several parts of the employee journey. This can include:

• Answers to questions about HR policies and processes

• Support with onboarding

• Drafts of job descriptions and internal communication

• Summaries of employee surveys

• Insights from performance and employee data

• Support for learning and development

One concrete example is HiBob's AI features in Bob. Bob Companion allows users to interact with the platform through everyday language. HiBob describes, among other things, AI agents for performance, learning, skills, surveys, recruitment, payroll, and compensation. Survey Agent can help create surveys and analyze responses, while Hiring Agent can support job descriptions, evaluations, and interviews.

The example shows how AI can become a direct part of the workflows that HR and managers already use.

Start with a clear purpose

An AI feature only creates value once the organization knows which problem it should solve.

HR should clarify, among other things:

• Which process needs to be improved?

• Who should experience the improvement?

• What data does the solution require?

• How should the impact be measured?

The goal could, for example, be a shorter response time to employee questions, less manual work during onboarding, or easier access to relevant insights for managers.

Data and access need to be in place

AI works with the information the solution has access to. Outdated policies, inconsistent employee data, and unclear processes can lead to inaccurate answers.

Access management is also critical. An employee or manager should only be able to access the information they are entitled to see.

HiBob's MCP Server is an example of how Bob can be connected to compatible AI tools. Access is managed through a service user and the permissions assigned to that user. HiBob states that the solution currently supports employee data, absence, and tasks. Access through an individual employee's own login is not yet supported.

HR has a special responsibility

The EU's AI Act works with different risk levels. AI systems used for recruitment and management of employees may be classified as high-risk systems. The European Commission mentions, among other things, CV-sorting software as an example.

For HR, this means that using AI requires a clear understanding of technology, data, and responsibility alike.

High-risk systems will be subject to requirements including risk management, data quality, documentation, logging, human oversight, robustness, and accuracy. Under the current timeline, the rules for high-risk uses within employment are set to apply from December 2, 2027. The requirement for adequate AI literacy has been in effect since February 2, 2025.

HR must therefore understand how the solution uses data, which tasks it supports, and when a human needs to make the final judgment.

This places demands on skills, governance, and clear workflows around the use of AI in HR alike.

HR needs to set the direction

AI can free up time and make HR knowledge more accessible. The outcome depends on clear goals, reliable data, and clear areas of responsibility.

At TecHRs, we help companies connect HR needs, processes, and technology. The goal is solutions that can be used in everyday work and create value over time.