Instead of adopting AI for the sake of appearing up-to-date, businesses should first establish clear strategies and then identify how AI can act as a vehicle to advance those goals, said Dr.Gopal Kutwaroo, a leading AI and Digital Transformation programme director and management consultant during an interview with The HR Observer.

“AI is an enabler, not a strategy,” Dr. Kutwaroo told the audience during his speech at AI in the Workplace summit during HRSE Dubai before he sat for an interview with The HR Observer. His sentiment encapsulates the essence of his vision on how organisations should approach the integration of AI in business, particularly within HR.

This tendency to chase the “next shiny thing” can cause organisations to lose sight of their broader objectives. The true value of AI lies in its capacity to enable existing strategies, helping companies progress and move forward.

Dr. Kutwaroo urges businesses to remain focused on their core strategies while recognising that AI, although a transformative tool, should serve as a support system, not the main directive.

“Sometimes, when a new technology comes about, it is very easy to just go and do everything with the technology and forget our own strategy and what we’re trying to do,” Dr. Kutwaroo said.

The role of AI in HR: Dissecting job functions

In the context of HR, Dr.Kutwaroo suggests a structured approach: “It really starts with what jobs do we need to get done in HR.”

By breaking down functions like onboarding, talent management, and recruitment, organisations can determine how AI can augment these specific areas. The potential of AI is evident in its ability to streamline the workflow, but businesses must also ask themselves “What can AI give us in the future that’s actually different from what we already have today?” he added.

This distinction is critical. While current HR technologies automate tasks and analytics, the future of AI in HR promises more advanced solutions. Businesses must evaluate whether they need multiple applications for specific tasks or if they can adopt a unified platform capable of managing multiple HR functions simultaneously.

Moreover, Dr.Kutwaroo highlights the importance of cross-functional data integration. “How does all of this help with the rest of the organisation? What data do you have about other functions that may also help the HR function too?”

The interconnectivity of departments, such as HR with supply chain or sales, can drive efficiency and foster a more cohesive business environment, he explains.

AI’s power is growing 

Discussing the evolving landscape of AI, Dr. Kutwaroo touches on a concept that once seemed confined to science fiction, such as the link between neural networks and deep learning. He believes that deep learning will mimic human brain functions, creating neural networks that can generate context — a task that remains challenging. However, he predicts that in the next five years, deep learning will make significant strides.

“We’ve gone so far in the last two years with AI,” Dr.Kutwaroo remarked, citing examples of how AI is already achieving remarkable feats, such as robots learning to play football without human intervention.

Through simulations and self-learning, robots can now pass, block, and tackle without any human programming. This emerging autonomy in AI showcases the transformative potential of technology, but it also raises questions about the future of human involvement in such processes.

For HR leaders, the integration of AI presents both opportunities and challenges. Dr. Kutwaroo argues that CHROs must spearhead efforts to make AI more acceptable within the organisation. “It’s not about AI replacing humans,” he said.

Instead, AI should be viewed as a tool that can take over mundane, repetitive tasks, allowing HR professionals to focus on strategic, value-adding activities.

Comparing AI to the shift from abacuses to calculators, Dr. Kutwaroo believes that HR leaders must communicate effectively to help employees embrace AI’s potential. 

“The HR leaders have got to make sure that the culture moves to that place of  communicating, communicating, and over-communicating,” he said.

The cultural implications of AI must be addressed, particularly its effects on jobs, talent development, and organisational structure.

Challenges in AI implementation: Mindset and legacy technology

Despite its potential, AI implementation is not without obstacles. Dr. Kutwaroo identifies three key challenges: mindset, technology, and strategic vision.

First, many organisations struggle with a reluctance to fully embrace AI. “I think there’s the first thing, mindset. I don’t think everyone’s ready,” Dr. Kutwaroo remarked. 

While there is excitement around AI, many business leaders are still in a state of hesitation, uncertain about where to begin or how AI fits into their existing operations.

The second hurdle is technology, specifically legacy systems that may not be compatible with AI advancements. “Legacy technology may be holding them back a little bit,” Dr.Kutwaroo observed. This technological inertia can prevent companies from fully realizing AI’s potential.

Lastly, Dr. Kutwaroo points out a lack of foresight. Many organisations are clinging to outdated models and have not reimagined what their future could look like with AI.

 “They haven’t rethought what new goals of the future could look like,” he said, urging businesses to adopt a forward-thinking approach and plan for the new rather than defaulting to the old.