Elizabeth Wallace, Chief People and Transformation Officer at international consultancy emagine puts forward a vision of HR’s role in the emerging workplace.
For all the noise surrounding artificial intelligence in the workplace, one question continues to surface in HR leadership and that is whether AI is making HR more efficient. I would go further and suggest that we are, in fact, redefining what efficiency means.
Much of the current narrative is centred on productivity gains, faster hiring and performance analysis. While these advancements are valuable, they only tell part of the story. The more meaningful transformation is not about doing the same work faster, but about fundamentally redesigning how HR operates and how teams are structured, focussing on where human expertise is most valuable. AI is not reducing the need for HR, it is reshaping it.
Efficiency beyond speed
Traditionally, efficiency in HR has been measured by time saved and how streamlined processes are. AI certainly delivers on both fronts but administrative burdens of hiring such as scheduling interviews, responding to candidate queries, and managing documentation can now be handled with minimal human intervention which is saving significant amounts of time.
AI doesn’t just impact speed, it enhances decision-making and how teams achieve their goals.”
Although time saving is significant for all HR teams, focusing solely on speed risks missing the real value of AI. Efficiency today is increasingly about precision and impact on teams and wider business goals. AI enables HR teams to move from reactive to proactive modes of operation, anticipating workforce needs, and using data to identify patterns in employee engagement and performance. This was once out of reach, but we can now utilise this data to influence how teams are structured. In this sense, AI doesn’t just impact speed, it enhances decision-making and how teams achieve their goals.
HR systems overhaul
Behind the scenes, one of the most significant impacts of AI is on HR systems themselves. Many organisations are moving away from legacy platforms towards integrated systems powered by AI. We have recently implemented a new HRIS that is powered by AI along with a sister product that allows users to self-serve and ask the agents many questions that usually a human would handle. It has been game changing for our business, allowing the team to focus on more strategic topics to enable our business to do even more.
This transformation is not simply about adopting new technology, it requires rethinking how systems interact, how data is managed, and how insights are gathered. HR teams are increasingly working alongside IT and data specialists to design systems that are not only efficient but also scalable and adaptable.
Redesigning roles, not reducing them
A common concern surrounding AI is job losses. In HR, this fear often centres on the automation of transactional roles, yet in practice, what we are seeing is not widespread reduction, but role evolution.
As AI takes on repetitive tasks, HR professionals are being freed to focus on high-value activities such as strategic workforce planning and culture building. HR roles that were once heavily administrative are becoming more analytical and consultative which I believe is adding greater value to businesses and employees.
For example, recruitment teams are no longer spending time screening applications and writing candidate reports from scratch. Instead, they are reviewing summarised insights and engaging with the most promising candidates. Similarly, the role of HR business partners is changing, allowing them to act as strategic advisors, using data to guide organisational decisions rather than simply implementing them. This shift of focus requires upskilling of HR teams in AI and learning to use it, not be afraid of it.
Transforming the recruitment process
Recruitment is one of the most visible areas where AI is driving positive change, and it has been for some time. From sourcing candidates to assessing cultural fit, AI tools are streamlining the hiring process. The real transformation, however, lies in how recruitment teams operate. AI enables more targeted talent acquisition strategies, identifying not just candidates who meet job requirements, but those who align with culture.
This shift allows hiring teams to move away from managing volume and towards what matters most, which is building meaningful relationships with potential applicants. Candidate experience improves as interactions become more personalised, while hiring managers benefit from more informed shortlists.
Efficiency cannot come at the expense of equity, and people remain accountable for striking that balance.”
This is where the human element becomes even more critical, not less. While AI enhances efficiency, it cannot replace the judgment that underpins effective hiring. As roles evolve, my team is deliberately doubling down on these human strengths, ensuring technology supports their ability to connect with talent.
At the same time, there is a responsibility to ensure fairness and transparency. AI systems must be carefully designed and continuously monitored to avoid bias, reinforcing the importance of human oversight. Efficiency cannot come at the expense of equity, and people remain accountable for striking that balance.
Refining the onboarding experience
Onboarding has traditionally been a time-consuming function, often characterised by paperwork and a one-size-fits-all experience.
With AI systems, onboarding processes can be tailored to individual roles, making it more personalised for each hire. New recruits can receive personalised guidance and resources instantly and navigate their early days better informed. Many of the systems of the past have not been updated regularly and struggled to onboard in different languages. This is in combination with in-person onboarding. More importantly, AI tools allow HR teams to continuously refine the onboarding experience. By analysing engagement data, organisations can identify what works and where improvements are needed.
Restructuring teams
As roles evolve, team structures must mirror this change. Traditional HR models, often based on function alone, are giving way to more agile ways of working. HR teams are being restructured around capabilities rather than tasks, which is a positive move. I believe teams need more specialised technical roles and a shift away from highly generalised positions. The role of the HR Business Partner is evolving and we need to upskill our people in AI and how its usage can enable more valuable work. Additionally, AI allows us to dive deeper into data and make more meaningful decisions.
AI is a catalyst for this transformation, however, the real opportunity lies in how organisations use AI to rethink their approach to HR.”
This shift supports greater collaboration, allowing HR to operate more strategically by working with other departments and having greater impact on business strategy. Restructuring is not about doing more with less people, it is about aligning skills and roles with new priorities, ensuring that HR teams are equipped to deliver impact in a rapidly changing environment.
The future of HR
Despite the rise of AI, HR teams are still about the people. Technology can enhance efficiency, but it cannot replace empathy and the ability to build trust. In fact, as AI handles more transactional work, the human element is even more important. Employees still need guidance from real people, particularly during periods of change. HR professionals play a critical role in navigating this balance, ensuring that technology enhances rather than negatively impacts the employee experience. This requires a thoughtful approach to implementation, with a clear focus on outcomes.
So, is AI truly making HR more efficient?
The answer is yes, but not in the way many initially expected. Efficiency is no longer just about reducing time or cost, it is about improving decision-making and enabling HR to play a more strategic role within organisations.
AI is a catalyst for this transformation, however, the real opportunity lies in how organisations use AI to rethink their approach to HR, by redesigning roles, restructuring teams, and creating a new perception of what success looks like. For HR leaders, the challenge is clear, we must embrace AI not as a tool for automation alone, but as a driver of business impact.
