by Optimum
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by Optimum
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Business is built on relationships: from customers, strategic partnerships to relationships between sales and operations, we all know collaboration is a holy grail aspiration, we all know that people work for people and the relationship between employee and manager is a key engagement driver.
But as we head into 2026 and beyond a new(ish) relationship could be the key to organisational success.
That of the HR/People function and IT / Tech function.
As we move into the next phase of work where we know AI is here to stay, we are using it but probably still in the trial phase, the way we use both people and technology combined is critical to success.
Here are some typical business problems you may be facing:
- The typical organisation probably has many tools and tech stacks, many will be great at what they do: some talk to each other, most don’t.
- Individuals or teams will be using AI but probably not a defined tool, my guess is that different people will be using their preferred AI tool for different aspects of their job.
- Employees as humans are in differing stages of acceptance or denial of AI
- Many organisations will not be assessing risks from a corporate governance perspective.
- All organisations will be finding it hard to measure what tools are in place and how do you track the new shiny AI tool that an employee may be using?
When we look at the above it is therefore crucial to implement some basic strategies to ensure people and tech are working together for the business and not adding complexity or business risks.
Therefore, the relationship between HR and IT must be an essential one to get right. Combine the two and imagine what could happen.
Across the entire employee life cycle from attraction and selection of talent to job design and what the human does versus what can be automated. To Development plans, engagement to performance related areas: the opportunity is vast, but I think the strategy needs to be right as does the communication.
Change is a scary word: have you tried taking a part of an employee’s role away from them?
To be successful in the next few years, my thoughts are that a clear process must be followed.
The end game must be to elevate what humans do best, aspects such as: creative thinking, relationship building, influencing, complex judgements and problem solving.
- AI can’t be seen as a threat to employees’ jobs but as a value add to free up time on tasks.
- Assess what can be truly automated and analyse the repetitive, rule-based tasks.
- Assess what is augmentable, how can tech assist and humans’ judge.
One thing is for sure: those organisations who implement without a plan will lose employees, waste time and money, may actually make things more complex.
This evolution needs a combination of skills including technical knowledge, cutting edge product knowledge, change management, empathy, influence and a deliberate planned, strategic approach and process. The combined skills of HR and IT.
And if you are thinking of not evolving… is that even a choice?
Stephen Cushion
General Manager – Consulting
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