Exclusive Interview with Michael Rogers, CHRO, Alight Solutions

 

In an exclusive interview with HR.com, Michael discusses his HR journey, and the evolution of HR, highlighting the shift towards AI with the rise of Generative AI. He reflects on his organization's successful pandemic response and outlines priorities for 2025.

Excerpts from the interview:

Michael: The past few years have been transformative for the HR function. The COVID-19 pandemic, coupled with social unrest, unequivocally established HR as a critical player in organizational success. These events eliminated any lingering debate about whether HR should have a seat at the executive table. The complexity of navigating the challenges that emerged during that period highlighted the indispensable role of HR leaders in guiding organizations through unprecedented times. While the circumstances were difficult, a silver lining was the recognition that a strong HR function is essential for business success.

In 2024, the rise of Generative AI (GenAI) has further shifted the landscape. Previously, technology was often viewed as an HR enabler—a tool to enhance the employee experience and drive efficiencies. However, with the advent of generative AI, technology is now at the core of everything we do in HR. It's no longer an optional add-on or something to budget for if possible; it's foundational. An AI-first approach has become imperative for HR strategies, talent management and overall people operations. If you're not starting with AI, you're already behind.

That said, one of the significant challenges for HR leaders today is striking the right balance between embracing AI's transformative potential and ensuring we don't lose the human element that is so central to our work. It's a delicate tightrope to walk—leveraging AI to enhance HR capabilities, while maintaining the human touch that defines our interactions and decisions.

Michael: One of the most significant change management challenges we've faced was our response to the COVID-19 pandemic. At Alight, we navigated this unprecedented situation with a balanced approach that combined swift, decisive action with thoughtful, employee-centric policies.

For example, early in the pandemic, we were among the first organizations to transition our workforce to remote work, ensuring our employees were supported every step of the way. This quick decision-making allowed us to maintain business continuity while prioritizing the health and well-being of our people.

 

When it came to more sensitive issues, like vaccine mandates and return-to-office policies, we took a more measured approach. We deliberately chose not to be the first mover, taking the time to assess the situation and listen to our employees' concerns before implementing any mandates. 

This cautious strategy helped us avoid unnecessary disruptions and ensured that our decisions were well-informed and considerate of our workforce's diverse needs.

Throughout the pandemic and beyond, Alight has consistently prioritized flexibility and employee input. This commitment has been instrumental in our success. By meeting our employees where they are and considering their unique life stages, we've fostered a supportive and adaptive work environment that continues to thrive.

Michael: First and foremost, GenAI is going to play a pivotal role. As we move into 2025, much of our focus will be on reallocating resources to invest in our technology roadmap, ensuring we stay at the forefront of innovation. However, we mustn't lose sight of the human element. Regardless of company size or budget, HR leaders will need to rethink their approach to strategy, balancing investments in technology with non-technology solutions to create a cohesive strategy that truly supports both the organization and its people.

Secondly, the broader technology landscape requires significant simplification. The average HR function relies on dozens of tools and platforms, many of which are AI-driven, but this complexity can be overwhelming for employees. What employees want is a one-stop shop that delivers the information and tools they need quickly and easily. In 2025, we need to move toward a more unified, streamlined approach that provides a seamless experience. Achieving this will likely mean shifting from a “best-of-breed” approach to a more integrated enterprise solution that simplifies decision-making and enhances overall efficiency.

Lastly, we must maintain the momentum we've built around employee wellbeing, even amid cost pressures. The attention to employees' lives and well-being that emerged during and after the pandemic cannot be allowed to fade. Flexibility, caregiving support, and a genuine interest in employees’ personal lives are crucial aspects that must remain front and center. We can’t afford to revert to the days when employee wellbeing was a secondary consideration; it must stay a priority as we advance into 2025.

Michael: I’m particularly excited about the advancements in Generative AI and its transformative potential within the HR landscape. The integration of GenAI into HR technology represents a significant leap forward in how we manage talent, support employees and drive organizational success. Its ability to enhance efficiency, personalize experiences and provide actionable insights makes it a game-changer in the HR field.

By leveraging GenAI’s ability to process and analyze large volumes of data, for example, HR leaders can gain deeper insights into workforce trends, performance metrics and engagement levels. This data-driven approach allows for more informed decision-making, enabling HR departments to proactively address potential issues, identify emerging trends and align HR strategies with organizational objectives.

Michael: The integration of AI and automation into HR functions will undoubtedly bring transformative changes. With all the technological advancements, however, there’s a risk that the human touch could be sidelined, which would be a significant loss. While AI should indeed be at the core of the evolving HR model, it must serve to enhance, not replace, the human aspect.

There’s still a considerable level of anxiety, especially at lower levels, that AI might take over jobs. HR leaders, particularly CHROs, will play a pivotal role in guiding the workforce to become more comfortable and proficient with AI. Our focus should be on demonstrating that AI is not a threat, but a tool that can empower employees. A perspective I recently encountered, which resonates deeply, is that employees aren’t competing with AI for their jobs; they’re competing with other employees who are embracing AI. Our role is to ensure that employees see AI as an asset that can enhance their capabilities rather than diminish their roles.

Michael: The role of a CHRO is evolving rapidly, and it's crucial to recognize that transformation cannot be achieved by a single person. To navigate these changes successfully, CHROs must focus on building a team with a strong capability for managing change. This means ensuring that your team leaders are not only adaptable but also proactive in embracing change.

Surround yourself with leaders who are eager to learn and grow, who understand that the skills required today may not be as relevant tomorrow and who are ready to upskill themselves and their teams. The pace of change, especially with advancements like AI, is only accelerating, and your team needs to be comfortable with that reality. Encourage a culture of flexibility and resilience, where failure is seen as a stepping-stone to success rather than a setback. Your team should be leading the charge in anticipating and responding to new developments, whether in total rewards, diversity or any other area of HR. The goal is to build a team that not only adapts to change but also drives it. As a CHRO, your success hinges on the collective strength and forward-thinking mindset of your entire team.