The Future of HR Jobs: Insights from Laith Saud

As Artificial Intelligence (AI) moves from the realm of innovation into practical business, Human Resources (HR) sits at the center of one of the most consequential transformations of our time. While AI tools promise efficiency and data-driven decisions, there is growing concern that automation will displace human employees. How will AI reshape HR jobs? What skills will leaders need to navigate these changes? To address these questions, we look at the work of Laith Saud, founder of the thought-leadership platform HumanAfter and a Board Advisor on the future of work. Saud argues that AI should be treated as a relationship, not merely a tool, and that HR leaders must guide boards and organizations through a civilizational shift. This article synthesizes Saud’s insights with current research on AI and HR to present a comprehensive view of what lies ahead.

Introduction

The phrase future of work conjures images of robots and algorithms doing everything from screening resumes to conducting performance reviews. But beyond the hype lies a more nuanced story. Artificial Intelligence is certainly automating routine tasks, but it is also freeing HR professionals to focus on strategic, human-centric activities. According to Laith Saud’s philosophy, HumanAfter helps HR professionals remain valuable to boards of directors by offering brief, accessible insights into the future of AI and HR. Saud warns that HR executives are uniquely positioned to manage AI as a labor force yet risk being displaced by information and technology officers if they do not claim ownership. His message underscores an urgent need for HR to redefine itself from a compliance function to a strategic discipline.

This article explores AI’s impact on HR through five themes: AI as relationship, transformation of HR functions, emerging roles and skills, adoption and trust, and data and trends. It includes a case study inspired by Saud’s advisory work and a future outlook to help organizations prepare for the next decade.

AI as Relationship: Laith Saud’s Vision

Laith Saud contends that AI’s integration is not just another tool to boost productivity; it represents a civilizational shift in how humans interact with technology. In his work, Saud notes that AI will mediate every employer-employee relationship, and HR must claim ownership of this integration rather than leave it to legal or operations. He argues that boards do not want custodians of yesterday’s workforce; they seek interpreters of tomorrow’s talent—professionals who can translate AI’s implications into human terms.

For Saud, AI should be viewed as a relationship. This means understanding how AI influences communication, decision-making, and culture. HR leaders who treat AI as a human partner can design policies that align with organizational values, ensuring fairness, accountability and transparency. Saud’s advocacy for human-centric AI resonates with the AI Fit Test proposed by leading experts, which suggests automating repetitive tasks, augmenting creative work, and keeping emotional or ethical tasks human. The integration of AI into HR is therefore not about replacing humans but about forging a partnership that enhances human potential.

Transforming HR Functions: Efficiency and Human Focus

One of the most immediate effects of AI in HR is the automation of routine tasks. AI-powered tools can draft job descriptions, screen resumes, conduct preliminary interviews and even schedule appointments. The Society for Human Resource Management (SHRM) emphasizes that AI serves as an enabler rather than a replacement, automating activities like job description writing, resume screening and candidate searches. These capabilities free HR teams to engage in relationship-building, candidate engagement and strategic workforce planning. Human judgment remains essential for ensuring cultural fit and avoiding bias.

AI Agents and Workflow Automation

A 2024 PwC report describes how AI agents—software entities that reason, plan and work collaboratively—are shifting HR from a defensive to an offensive function. AI agents can draft job posts, screen candidates, and schedule interviews, saving hiring managers and recruiters up to 70% of sourcing time. The report found that AI agents reduce human effort by 40–50% and that more than half of advisory and 60% of functional HR tasks could be agent-assisted or agent-driven. Administrative workflows are even more susceptible: 88% could be automated. These statistics suggest that AI could dramatically reduce the time HR spends on low-value tasks, enabling professionals to focus on strategic activities such as talent forecasting, leadership development and organizational culture.

Generative AI in HR: Tasks vs. Jobs

Mercer’s research on generative AI emphasizes that AI reshapes HR not by replacing entire jobs but by transforming tasks. In June 2024, 58% of employers planned to use generative AI in HR, and 76% expected it to boost efficiency. Generative AI democratizes knowledge and creativity, providing recommendations and predictive analyses that support innovation and problem-solving. For example, it can streamline the tasks of HR Business Partners by cutting time on talent management, project management and employee support, allowing them to focus on high-value, strategic work. With AI shouldering administrative responsibilities, HRBPs can better align HR strategies with business goals.

Human Judgment and Ethical Considerations

Despite automation’s benefits, human judgment remains indispensable. AI systems can inadvertently perpetuate bias if they are trained on discriminatory data. SHRM stresses the importance of human oversight to ensure fairness and cultural fit. Employees also fear judgment and replacement if they use AI secretly, particularly among underrepresented groups. HR must therefore embed ethical principles into AI systems, provide training on responsible usage and foster a culture of trust. Saud similarly warns that HR cannot rely solely on legal frameworks or technology; they must interpret AI through a human lens.

Emerging Roles and Skills in an AI-Powered HR

As AI transforms HR tasks, new roles emerge to bridge technology and human strategy. Gartner predicts that 37% of the workforce will be impacted by generative AI in the next two to five years but does not expect a net decrease in global jobs through 2026. Instead, roles will evolve as organizations adopt blended human–AI workforce models.

From Generalists to Specialists

Gartner advises CHROs to redesign jobs into multiskilled generalist roles with specialized AI capabilities. HR organizations must create new roles such as HR technologist, HR product owner, strategic talent leader, and digital HR operations lead. These roles require expertise in data science, ethics, user experience design and change management. For example:

• HR Technologist: Bridges the gap between HR and IT, assessing technologies, implementing AI tools, and ensuring alignment with HR strategy.
• HR Product Owner: Oversees AI-driven HR products, manages features and ensures value delivery.
• Strategic Talent Leader: Uses AI-driven insights to anticipate workforce needs, design talent strategies and advise the executive team.
• Digital HR Operations Lead: Optimizes processes using AI and analytics, focusing on employee experience and operational efficiency.

These roles reflect a shift from transaction-oriented HR to a strategic partner that leverages technology to drive business outcomes.

Blended Human-AI Workforce Models

Gartner’s research notes that adoption of blended workforce models—where humans and AI collaborate—is essential. HR must restructure jobs around outcomes rather than tasks and adopt agile methodologies to iterate quickly. For example, an HR team might embed AI agents to perform resume screening while human recruiters focus on empathy-driven interviews. Saud argues that HR must articulate AI’s implications as human issues and redefine itself beyond compliance. This approach requires building AI literacy and establishing centers of excellence to ensure alignment with ethical and organizational standards.

Adoption and Trust: Bridging the Leadership Gap

For AI to fulfill its promise, employees must trust it. A Fortune survey reveals a significant adoption gap: while 77% of companies encourage AI use, only 17% of individual contributors actually adopt it. Among them, 23% do not disclose their AI use compared with 6% of executives, reflecting fear of judgment or penalty. Moreover, half of employees think they can detect AI-generated content when only 30% can.

Building a Culture of Trust

HR plays a central role in building trust. Experts recommend that HR define AI principles, set usage policies, roll out job-specific training and ensure cross-functional collaboration. HR leaders should conduct an AI Fit Test—automate repetitive tasks, augment creative tasks and keep emotional or ethical tasks human. By doing so, organizations can reduce fear and ensure AI is used responsibly. Saud underscores that HR must interpret AI’s implications for boards and employees, ensuring transparency and fairness.

Upskilling and Data Literacy

Upskilling is critical for adoption. SHRM notes that HR teams must develop data literacy to interpret AI-driven insights. Training programs should cover statistical reasoning, bias mitigation, and ethical considerations. Mercer similarly highlights that generative AI democratizes knowledge; HR professionals should therefore learn to ask the right questions, interpret outputs and translate them into actionable strategies. The combination of technical and soft skills—critical thinking, empathy, communication—will differentiate future HR leaders.

Data and Trends: What the Numbers Tell Us

Quantitative data provides insight into how widely AI is being adopted and its impact on HR functions.

Adoption Rates and Regional Differences

Global data indicates that 65% of HR departments have implemented at least one AI tool, and 37% of U.S. organizations use AI-driven platforms for talent acquisition. Adoption varies by region: 72% in North America, 59% in Europe, 68% in Japan/South Korea and 41% in the Middle East and Africa. The global AI in HR market is projected to grow from $6.05 billion in 2024 to $14.08 billion by 2029, with a 19.1% compound annual growth rate.

Impact on Efficiency and Costs

AI-driven performance appraisal tools have reached a 32% adoption rate in mid-size enterprises. AI-enabled systems reduce time-to-hire by 23% and administrative costs by 19%. A separate survey found that 48% of HR teams report improved employee engagement after integrating AI-based communication systems. Top goals for using generative AI include improving efficiency (63%), enhancing employee experience (52%) and reducing costs (37%).

Future of HR Workforce Preparedness

Seven in ten HR executives believe the HR function needs to completely reinvent itself to respond effectively to future disruption, yet only 29% of new hires are highly prepared with the skills they need. Recruiting leaders must focus on shaping the workforce rather than merely replacing staff, building layers of AI and digital capabilities to create a more productive and efficient workplace. These findings align with Saud’s assertion that HR must interpret tomorrow’s workforce and ensure boards understand its implications.

Case Study: Guiding a Board Through AI Transformation

To illustrate Laith Saud’s advisory perspective, consider the hypothetical case of OmegaTech, a mid-sized technology firm. The company’s board recognizes that competitors are leveraging AI in HR, but directors are unsure how to proceed. They appoint a seasoned HR executive, Nadia, as the Board Advisor for AI transformation. Nadia follows a framework inspired by Saud’s recommendations:

• Establish a Human-Centric Vision: Nadia emphasizes that AI is a relationship, not just a tool. She organizes workshops for board members to explore how AI can improve employee experience and align with corporate values.
• Assess Current HR Processes: Using SHRM guidelines, she identifies repetitive tasks that can be automated and runs pilots with AI agents to measure time savings.
• Define Ethical and Governance Principles: She drafts AI principles and policies, ensuring transparency, fairness and accountability.
• Develop New Roles and Upskill Teams: Nadia proposes creating an HR technologist role to manage AI tools and an HR product owner to oversee development.
• Monitor Impact and Communicate: Regular updates to the board include metrics such as reduced time-to-hire, improved employee engagement and cost savings.

Within a year, OmegaTech reduces administrative costs by 20%, shortens time-to-hire by 25% and witnesses a measurable improvement in employee satisfaction. Board directors credit Nadia’s human-centric approach and the adoption of new roles for the successful transformation.

Future Outlook: AI and HR Integration Trends

AI Augmenting, Not Replacing

Research anticipates no net decrease in global jobs through 2026. Instead, AI will create over half a billion net-new jobs by 2036 as roles evolve. The interplay of human and machine will require organizations to adopt blended workforce models, redesign jobs around multiskilled roles and create new career paths. HR must champion a narrative that emphasizes augmentation rather than replacement, echoing the principle—automate the mundane, augment the creative and keep the emotional human.

From Administrative to Strategic HR

AI’s ability to handle administrative tasks will compel HR to reinvent itself as a strategic partner. Saud warns that if HR does not claim ownership of AI integration, information and technology officers may displace HR. By mastering AI, HR can guide boards on talent strategy, diversity and inclusion, culture and ethics. The emerging roles of HR technologist, product owner and strategic talent leader will become standard. HR professionals who develop data literacy and human-centric design skills will be best positioned for these roles.

Continuous Learning and Ethical Governance

As AI tools evolve, continuous learning will become a core competency. Employees at all levels must learn how to ask the right questions, interpret AI outputs and apply them ethically. HR will need to establish AI centers of excellence to set standards, share best practices and ensure compliance. The future of HR jobs will hinge on balancing technical fluency with ethical stewardship.

Global Perspectives and Inclusivity

AI adoption rates differ across regions, reflecting varied levels of technological maturity and regulatory environments. HR leaders must adapt strategies to local contexts, considering cultural norms, data privacy laws and workforce demographics. Moreover, ensuring inclusivity and fairness in AI systems is paramount. Underrepresented groups may fear that AI will exacerbate inequities; HR must proactively address these concerns through transparent communication and inclusive design.

Conclusion: A Call to Reflection

The future of HR jobs is not a dystopian narrative of replacement but a compelling story of transformation and partnership. Laith Saud reminds us that AI is a relationship—one that requires HR to assume a leadership role in interpreting technology for humans. By automating routine tasks, AI frees HR professionals to focus on strategic, human-centric work. Emerging roles such as HR technologist and strategic talent leader will enable organizations to build blended human-AI workforces. Yet, adoption hinges on building trust, establishing ethical governance and upskilling employees.

As we look to 2030 and beyond, HR leaders must embrace continuous learning, design AI systems that enhance employee experience and engage boards with a human-centric vision. The statistics on adoption and efficiency show that AI is already transforming HR, but the ultimate success will depend on how well organizations foster trust and align technology with human values. The next generation of HR jobs will not disappear; they will evolve into roles that blend analytics, empathy and strategic acumen. The journey begins now—by treating AI as a relationship and positioning HR at the forefront of this civilizational shift.