In a recent interview on the People Matters "Success Navigator" leadership series, Rajlakmi Saika, Learning Operations Leader and Chief of Staff to the CHRO at Genpact, provided valuable insights on the evolving role of technology in HR functions. Saika discussed how HR leaders can enhance their impact by integrating advanced technologies like AI, addressing challenges in implementation, and upskilling HR teams to navigate this new landscape.

 

Key Challenges in HR Tech Implementation

 

One of the significant issues highlighted in the discussion was the gap between HR leaders’ readiness to embrace technology and their ability to effectively execute it. According to the Global SHRPA State of HR Industry report, 48% of HR leaders express dissatisfaction with their current ability to leverage technology, particularly AI and analytics, to drive productivity. This gap, Saika argues, is a result of several factors:

  • Integration Complexity: Many organizations still operate with disparate systems across HR functions (e.g., hiring, learning, payroll), making it challenging to integrate data across platforms. AI requires seamless data flow to generate meaningful insights, but without proper integration of systems, the full potential of AI remains untapped.

  • Skill Gaps: Traditional HR teams are skilled in domain-specific knowledge but often lack the technical expertise needed to implement AI and advanced technologies. Saika points out that HR leaders must develop a "trilingual" capability: understanding not only HR practices but also the fundamentals of data, AI, and technology. This shift requires HR professionals to develop new skills, such as knowledge of generative AI, prompt engineering, and an agile, iterative approach to problem-solving.

  • Data Privacy and Compliance: Given the sensitive nature of HR data, privacy concerns also play a crucial role in tech implementation. Ensuring that AI tools comply with data protection regulations while still providing valuable insights adds an extra layer of complexity.

  • Unclear ROI: The return on investment (ROI) from AI in HR remains unclear, which contributes to dissatisfaction. Unlike traditional ROI models, the impact of AI is often harder to measure in binary terms, as it may take time for tangible benefits to emerge.

 

Enhancing Alignment between HR and Tech Providers

 

Another critical issue raised was the misalignment between HR leaders and technology providers. Tech partners often focus on building scalable, configurable products, while HR leaders traditionally expect highly customized solutions. This difference in expectations can cause friction, as HR functions look for personalized solutions that align with their unique needs, while tech vendors aim for products that can be used across various organizations.

Saika suggests that HR leaders must better understand the distinction between "configuration" and "customization." While customization may be appealing, scalable solutions that allow for configuration across diverse organizational contexts will unlock the true potential of AI in HR.