Artificial Intelligence (AI) is a transformative force reshaping industries worldwide, with extensive applications especially within human resources (HR). From recruitment, administration and finance, dispute resolution and workforce planning, it’s well known that AI has the ability to change how HR teams operate and the quality of decisions they make.
The big question is: even with the right tools, are HR practitioners sufficiently equipped to use them effectively? According to a recent report by General Assembly that surveyed over 300 HR practitioners, there is a critical imbalance between AI use and training. While 82% of HR professionals surveyed report using AI in their roles, only 30% have received comprehensive, role-specific training. Without targeted upskilling, organisations risk under-utilising AI or misapplying it in ways that could harm decision-making and erode employee trust.
AI in HR: Adoption outpaces skills
The use of AI is increasing and has already been woven into everyday HR work. Teams may use various AI-powered tools to draft job descriptions; screen and rank resumes quickly without bias; streamline documentation and approval processes (eg, leave applications); and analyse employee feedback and performance data. Self-serve chatbots or virtual assistants are also helping to handle common HR queries. These are increasingly helpful in reducing time spent on administrative tasks and allow more time for strategic development in areas such as nurturing talent, improving employee engagement and organisational change.
However, many teams are relying on AI tools without the specialised skills needed to use them effectively. From crafting strong AI prompts to interpreting AI outputs and identifying potential bias in results, the skills gap could lead to missed opportunities, inconsistent implementation, and AI amplifying rather than mitigating human error.
Training must reflect real HR work
Generic AI training is no longer sufficient. Many organisations continue to rely on one-size-fits-all programmes that may overlook the unique responsibilities and job levels within HR.
HR professionals should receive role-specific, hands-on training that maps directly to the tasks and decisions they face daily. For instance, junior-level professionals can use AI to ensure data accuracy and improve efficiency by automating routine tasks such as updating employee records or screening resumes. Mid-level managers should focus on applying AI-driven analytics to improve decision-making and integrating AI into workflows to enhance collaboration and efficiency. For senior HR leaders, AI can be used to drive data-informed workforce planning, ensuring ethical and compliant AI adoption within the organisation, and strengthening organisational strategy and performance.
Closing the gap takes combined organisational and individual effort
As AI capabilities accelerate, organisations and individuals must embrace skills agility and embed continuous learning into their culture, rather than treat AI upskilling as a one-off initiative.
To embed this culture effectively, companies must consider implementing practical measures, including mapping the skills needed against current capabilities, creating continuous learning pathways, providing sandboxes or pilot projects where HR can experiment safely, pairing HR with data and tech teams to build fluency in ethics and governance, and measuring outcomes such as requirement quality and employee engagement.
Small and medium-sized enterprises can start by identifying the most critical HR functions where AI can do more in less time, or plug any gaps faced. Partnering with training providers or leveraging modular, role-based learning programmes can also make upskilling more accessible and cost-effective.
On the individual level, HR professionals need to stay competitive in the workforce by taking ownership of their learning. This includes gaining confidence in applying AI tools day-to-day, pursuing targeted upskilling opportunities, engaging with professional communities and testing new approaches through small, practical projects. Mentorship and cross-functional collaboration are equally valuable, enabling HR teams to apply AI responsibly while strengthening judgement and trust across the organisation.
Looking ahead, keeping up with technological shifts requires a shared commitment from employers and employees to anticipate change and adapt efficiently.
The cost of standing still and preparing HR for the future
Neglecting role-specific AI training has tangible costs – HR teams that lack the right skills risk misreading insights, embedding bias into decisions, or automating processes that reduce rather than improve employee experience. At the organisational level, this could lead to lower productivity, poorer retention and a widening competitive gap compared to companies that use AI to streamline and scale HR services responsibly. Organisations of all sizes must see that practical upskilling is not an optional learning tickbox any longer. It is a strategic hedge against these risks.
Preparing future HR leaders is equally critical. Millennials and Gen Zs enter the workplace as digital natives, but that familiarity doesn’t automatically translate to effective, ethical use of AI in HR. Early-career development should include practical, role-specific AI literacy so emerging HR leaders can responsibly combine human judgement with AI capabilities. Embedding these competencies early ensures HR pipelines are ready to lead a future where people and AI work together.
AI upskilling: From option to imperative
AI will continue to change HR, but its promise can only be realised when people are prepared and know how to use it wisely and in ways that drive business success. HR leaders who prioritise role-specific training, hands-on practice and cross-functional collaboration will build teams that create better employee experiences and drive measurable business outcomes.
About the author
Sima Saadat is the Singapore Country Manager at the General Assembly. She is a marketing and operations leader with over 10 years of experience in the tech industry. At General Assembly, she oversees all operations in Singapore, ensuring the successful execution of high-impact education and training programmes in partnership with the Singapore government and local organisations. In this role, she drives programme management, stakeholder engagement, and operational excellence while leading innovative and cost-effective marketing strategies to enhance GA’s brand, lead generation, and enrolments.
