Amid the growing integration of artificial intelligence in corporate environments, education company Pearson is exploring the balance between technology and human interaction within its human resources department. Chief Human Resources Officer Ali Bebo and Chief Technology Officer Dave Treat are at the forefront of this initiative, frequently questioning when it is appropriate to automate workflows and when a human touch is essential. “What are the tasks that create a strong human connection?” asks Bebo, emphasizing the importance of maintaining those relationships.
One innovative tool deployed at Pearson is a chatbot named “Cara,” designed to field employee inquiries regarding career advancement and skill requirements. While there are plans to incorporate agentic AI for employee coaching in the future, both Bebo and Treat assert that technology will never fully replace management roles, particularly in critical decisions like hiring. “That’s the other part of the partnership that Dave and I have,” Bebo notes, highlighting their focus on a collaborative human-machine dynamic.
As AI adoption continues to increase across organizations, collaboration between HR leaders and technology executives has become crucial. However, recent research from analytics firm Gallup indicates that the pace of AI integration may be leveling off, with nearly half of U.S. workers reporting that they “never” use AI in their roles. Leaders tend to report higher usage of AI tools compared to managers and individual contributors, raising questions about the equitable distribution of these technologies.
Treat outlines three primary areas of focus for Pearson’s AI initiatives: product development, engineering functions, and enterprise-wide applications across internal teams. To promote AI utilization, Pearson has provided broad access to tools such as Microsoft Copilot, alongside targeted implementations like Salesforce’s AI agents, which now handle 63% of customer service inquiries. “When we think about work, we want to think of the outcome backwards and think through what is that combination of automation and human together that will best achieve that outcome,” Treat explains.
In a parallel effort, Intuit’s CTO Alex Balazs and Chief People and Places Officer Caryl Hilliard are working together to assess necessary skills for the company’s technology roadmap. With a combined experience of over 25 years at Intuit, they recognize the competitive landscape for talent skilled in both AI and software. “We are competing for the talent that’s at the intersection between AI and software,” Balazs acknowledges, stressing the importance of upskilling existing employees while also attracting external candidates.
Hilliard notes that Intuit places a strong emphasis on hiring entry-level workers, believing they bring unique knowledge and perspectives. However, onboarding this cohort requires a tailored approach that addresses generational differences. Gen Z employees often possess strong technical skills, including proficiency with AI coding tools, but may lack interpersonal communication abilities. To bridge this gap, Intuit has implemented a multi-week onboarding boot camp.
At consulting firm West Monroe, Chief People Officer Tanya Moore has sought to revitalize the traditional “hire-to-retire” HR framework. After identifying inefficiencies in the recruiting process, Moore collaborated with CIO Kevin Rooney to implement automation tools for scheduling and recruitment, equivalent to the workload of three full-time employees. This automation not only streamlines processes but is projected to save the company $1.5 million annually.
The company has also developed an internal chatbot for resource managers, which simplifies team-building for projects. Previously, project managers would spend excessive time coordinating through emails and messages; now, the chatbot automates much of this process while also aiming to reduce bias in team selection.
Meanwhile, precision instrument manufacturer Ralliant, which spun off from Fortive last summer, has established councils combining technology and human resources teams to identify novel ways to integrate AI into workflows. Chief People Officer Karen Bick reports that the company tracks productivity and measures AI’s effectiveness in reducing workflow friction, alongside employee engagement and skills development.
Amir Kazmi, Ralliant’s Chief Technology and Growth Officer, advocates for a “learn-by-doing” approach to AI, encouraging everyone from junior staff to senior leadership to experiment with the technology. “We’re still kind of earlier in the journey, especially with agentic capabilities, like many other companies,” Kazmi adds, highlighting the ongoing exploration in this domain.
In a broader context, corporate optimism regarding AI remains robust. A recent KPMG survey of C-suite executives found that two out of every three companies plan to maintain or increase their AI spending, with an average expected investment of $124 million by 2026. The survey also revealed a significant uptick in the deployment of agentic AI, with 26% of organizations utilizing these systems, up from 11% a year ago.
As businesses navigate the complexities of integrating AI, the collaboration between human and machine continues to be a focal point. Leaders are tasked with determining how to best utilize these technologies while ensuring that human connection remains intact, a challenge that will shape the future of work in the coming years.
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