According to the 28th PwC’s Global CEO Survey, which polled more than 4,000 executives in 95 countries, artificial intelligence has now emerged as the main challenge facing business transformation. Nearly one in two executives (42 per cent) believe that keeping pace with technological developments is their top concern, far ahead of the ability to innovate or ensure the long-term viability of their organisation. At the same time, whilst a third of companies say they are already seeing financial returns on their AI investments, more than half have yet to see any significant benefits.

This paradox clearly illustrates the current challenge. Whilst companies are investing heavily in artificial intelligence, the technology only generates value if employees truly embrace it. And this is precisely where human resources departments come into play. Beyond simply rolling out new tools, HR departments now find themselves on the front line, supporting a transformation that affects skills, job roles, management styles and corporate culture alike.

The gradual entry into force of the European AI Act further reinforces this responsibility by imposing a stricter framework for certain uses of AI in human resources, particularly in relation to recruitment and employee assessment.

For Louis de Looz-Corswarem, HR director and member of the executive committee at BGL BNP Paribas, says this development marks a new stage in the transformation of the business. “HR has gradually become the architect of a reinvented employee experience,” he explains. In the wake of the pandemic, which has profoundly changed employees’ expectations regarding remote working, the search for meaning and mental wellbeing, artificial intelligence is opening a new chapter. From now on, human resources must support every employee in embracing these technologies, whilst ensuring that they do not create new divides within organisations.

New responsibilities, but the same mission

Whilst the fundamentals of the role remain the same, the expectations placed on HR directors have broadened considerably over recent years.

“We are no longer simply process managers, but architects of a future that we are co-creating,” sums up Louis de Looz-Corswarem. In an environment he describes as ‘BANI’ – brittle, anxious, non-linear and incomprehensible – the priority is to restore stability, provide meaning and build environments in which staff can continue to innovate despite the uncertainty.

But does that mean you have to be an artificial intelligence specialist to be a good HR director? For Louis de Looz-Corswarem, the answer is no. The key is not to master the technical aspects of AI models, but to understand the challenges and implications for the business. “The HR director must understand the fundamental principles, assess the impact on skills and jobs, oversee responsible implementation and scrutinise the proposed solutions to ensure they remain aligned with HR strategy and corporate culture.” They must also be able to integrate these tools into their own practice in order to improve their analyses and inform their decisions. “In a sense, they must humanise the technology for the benefit of all.”

This shift is also reflected in the profiles sought after. Beyond legal or social knowledge, the skills now expected combine data literacy, an understanding of the challenges posed by AI, change management, leadership and emotional intelligence. “The HR director is no longer just an expert in human resources. They must support the organisation in steering change, whilst ensuring that all staff are on board.”

Human capital: the real competitive advantage

Whilst artificial intelligence is automating an increasing number of tasks, it is also redefining the skills that create value within organisations.

“AI can sort, analyse, summarise and automate, but it cannot sense context, build trust or understand human dynamics,” emphasises Louis de Looz-Corswarem. For him, the real challenge lies precisely in using these productivity gains to enable HR teams to devote more time to supporting staff, developing skills and carrying out strategic tasks.

The qualities that will make the difference in the future therefore depend less on technology than on human judgement. Critical thinking, emotional intelligence, creativity, change management and the ability to bring teams together are, in his view, becoming increasingly crucial skills. “Technology automates tasks, but it is emotional intelligence that will shape the organisations of tomorrow.”

This belief is naturally reflected in recruitment processes, where artificial intelligence is beginning to play a role. From drafting job adverts and shortlisting candidates to analysing CVs: the possibilities are multiplying. But to what extent should algorithms be allowed to intervene? At BGL BNP Paribas, the decision has been made: AI can assist recruiters, but it will not replace their judgement.

“Recruitment is much more than just a process: it’s an encounter,” points out Louis de Looz-Corswarem. Whilst artificial intelligence can be an operational aid, particularly for certain repetitive tasks, it will never replace the interview or the final decision.

This approach goes beyond recruitment alone. For Louis de Looz-Corswarem, no HR decision affecting an employee should be left to an algorithm. “HR decisions are not equations to be solved by algorithms. They can transform careers and life paths.” Whilst AI can inform a decision through data analysis, it possesses neither the discernment, nor the empathy, nor the sense of responsibility required for choices as crucial as hiring, promotion or dismissal. “Algorithms assist; humans decide and take responsibility.”

More than just a technological revolution: a transformation of the industry

To those who predict the gradual disappearance of certain HR functions, Louis de Looz-Corswarem prefers to talk about transformation rather than replacement.

In his view, artificial intelligence does not, strictly speaking, create new jobs. Above all, it transforms existing roles by freeing up time for tasks with higher added value. Skills development, support for managers, corporate culture, employee experience and employer branding are therefore likely to play an increasingly important role in the day-to-day work of HR teams.

“The danger does not come from AI itself, but from whether or not we are able to use it as a driver of progress for everyone,” emphasises Louis de Looz-Corswarem. In his view, these new tools must be adopted collectively; otherwise, they risk widening the gaps between staff members and undermining team cohesion.

One conviction ultimately sums up his view of this transformation: “AI can undoubtedly boost our productivity and assist us in our daily lives, but it certainly cannot replace us or take the reins in our place. Let’s not give it that role. It’s ours!”