Artificial Intelligence (AI) is profoundly transforming the HR function. Automation of repetitive tasks, instant CV screening, detection of weak signals in talent management… algorithms are entering every area of the field. But within this revolution, one essential question remains: how can HR leaders leverage machines without dehumanizing their mission? In other words, how to create an “augmented” HR function that combines the best of humans and technology?
AI, a powerful lever… provided it is properly framed
According to a Gartner report, by 2025, more than 50% of companies will use some form of AI in their HR processes, whether for recruitment, training, or performance management.
Source: https://www.sigma-rh.com/fr-fr/blog/les-tendances-rh-a-surveiller-cette-annee/
AI makes it possible to:
- significantly reduce application processing time,
- improve employee experience with 24/7 HR chatbots,
- anticipate attrition risks thanks to predictive analytics.
But it also carries real risks: data bias, algorithmic opacity, and decisions perceived as dehumanized. The augmented HR leader must not simply implement technology: they must understand its limits, impacts, and ethical implications.
The human factor: irreplaceable in certain dimensions
AI excels at data processing, not at emotional intelligence or fine reading of human dynamics. Soft skills remain at the core of HR practice. Listening, mediation, conflict management, career transitions… these dimensions cannot be delegated to a machine.
A striking example: during an exit interview, an algorithm may detect dissatisfaction keywords. But only a human HR professional can perceive emotional nuances, notice what is unsaid, and adapt their posture to ease the situation.
Finding the right balance: the keys to augmented HR
Here are some avenues for a sustainable balance between humans and AI in HR:
🧭 1. Associate, don’t oppose
The augmented HR mindset is to use AI as a decision-support tool, not as a replacement. The human remains in control, the machine informs judgment.
📊 2. Train HR in AI
Too many HR professionals still endure technology. It’s time to train them to understand tools, question results, and spot biases. This is not a technical skill, but a critical and strategic posture.
🧠 3. Develop relational skills
The more AI takes over operational tasks, the more HR must strengthen human skills: communication, empathy, active listening, negotiation… These qualities become the core of their added value.
🔍 4. Continuously evaluate AI’s impact
An augmented HR leader implements indicators to measure the effect of AI tools on fairness, inclusion, employee satisfaction, etc. The goal? To adjust practices based on real feedback.
🌐 Conclusion: a more human HR function thanks to AI?
And what if, paradoxically, AI enabled HR to… become more human again? By freeing up time, making processes fairer, and offering an overall perspective, AI can re-enchant the HR function—provided it is framed with strong ethics.
The key lies not in replacement, but in alliance. Humans provide meaning, machines provide power. The HR leader of tomorrow will be neither a robot nor nostalgic for an all-human past. They will be augmented—fully aware of their responsibility.
