In an era where artificial intelligence reshapes every aspect of the workplace, HR leaders must evolve with precision and insight.

This article distills expert advice on crucial leadership skills needed to navigate the complexities of AI in human resources. Delve into the wisdom of seasoned professionals on topics from continuous learning to ethical AI implementation, and prepare to transform leadership strategies.
 

• Enhancing Adaptability Through Continuous Learning
• Strengthening Data Literacy for AI Utilization
• Developing Emotional Intelligence in AI Age
• Navigating Ethical Implications of AI
• Leveraging AI for Delegation
• Embracing and Inspiring Change Proactively

Enhancing Adaptability Through Continuous Learning

One leadership skill I've had to enhance in the age of AI is adaptability. The rapid pace of change driven by AI requires staying open to new ideas, technologies, and ways of working while guiding others through uncertainty. To cultivate this skill, I leaned into continuous learning—attending workshops, engaging in discussions with tech and HR professionals, and experimenting with AI tools to understand their potential and limitations.

I also focused on fostering a culture of curiosity and collaboration within my teams, encouraging open dialog about how AI can complement our work rather than replace it. This mindset shift not only helped me stay ahead of the curve but also empowered my team to see AI as an opportunity for growth. The impact has been significant—our team is more innovative, resilient, and aligned in leveraging AI to enhance both individual and organizational success.

Nurdes Gomez, Director, People Operations, eMed Digital Healthcare

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Strengthening Data Literacy for AI Utilization

A crucial skill I've been developing to integrate AI into our business strategy effectively is data literacy, Getting the most value out of AI systems starts by ensuring you're providing it with high-quality data that is free of biases, omissions, and issues that could lead to biased output from the algorithm. This is particularly crucial when using AI in recruiting, as an unintended bias in algorithms that source or screen candidates can impact which candidates get selected for roles.

As a business leader, I have long had a basic understanding of the concepts behind analytics and which KPIs or metrics are the most valuable to track when evaluating the recruitment process. That said, effective use of AI requires a deeper understanding of analytics and data, and this is where I've been focused on developing my skills.

I will say that there are a lot of free or low-cost resources out there for leaders who want to enhance their data literacy. I started by taking free courses offered by Google and OpenCourseWare to develop foundational knowledge of the key concepts and terminology of the field. The tutorials and training that come along with the AI-driven tools you use can also be a useful resource, helping you to better understand how to use this specific platform or service to its full effect. Once I had this foundational knowledge, I made a point of applying it to real-world searches as a kind of hands-on learning and reinforcement of the skill.

Since improving my data literacy, I've become more comfortable using AI to find, evaluate, and engage with candidates. I now have greater confidence that the technology is delivering candidates of the same high quality I would select manually, helping to streamline our recruiting process and ensure more consistent outcomes.

Steve Faulkner, Founder & Chief Recruiter, Spencer James Group

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Developing Emotional Intelligence in AI Age

Honestly, one leadership skill I had to develop in the age of AI was emotional intelligence. With AI doing a lot of the heavy lifting, I noticed it could make things feel...a bit impersonal at times. For example, when introducing AI tools to my team, some people were excited, but others felt nervous—worried about being replaced or overwhelmed. So, I worked on being more emotionally present—really listening, addressing their concerns, and showing empathy. I'd explain how AI could make their work easier, not take anything away, and make sure to celebrate their wins when they gave these tools a try.

Over time, we built trust, and the team became more open to change. Honestly, it taught me that no matter how advanced technology gets, it's the human connections that really keep everything moving forward. That's the part that matters most, don't you think?

Manisha Upadhyay, Sr. HR Executive, Digital4design

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Navigating Ethical Implications of AI

Understanding the ethical implications of AI was a leadership skill I had to enhance significantly. AI systems can unintentionally introduce biases or make decisions that aren't transparent, which presents a unique challenge. To navigate this, I immersed myself in AI ethics courses and engaged in discussions with AI specialists, focusing on how AI's decision-making can align with our company's values. This development helped me guide my team in creating AI solutions that are fair and accountable, an aspect often overlooked in the race for tech innovation.

In practice, ensuring teams evaluate AI outcomes through an ethical lens became crucial. We implemented regular "AI audits" where cross-functional team members would scrutinize AI processes and outputs to check for unconscious biases or unintended consequences. This not only improved trust in AI tools among staff and clients but also reinforced our commitment to responsibly leveraging technology.

Shannon Smith O'Connell, Operations Director (Sales & Team Development), Reclaim247

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Leveraging AI for Delegation

Funny you asked when my colleagues and I were reading a beginner's book for AI. I am learning most people are using AI for writing and ideas. All the time, I might add. Initially, I started using it to research best practices with food and even great hashtags. Now, I am using it as a delegation tool to allow others to create greater outcomes, but we have to slow down so we can speed up.

What does this mean? AI is helpful, but we can't replace what it does not do, and that is the human experience. However, we should not shy away from it. I am a writer always trying to perfect my craft, but AI should not be something you depend on but something that enhances something you always have, such as skills or talent.

It can help a leader delegate and give a stretch goal task to people, and they can research some suggestions at the drop of a dime. However, it should not be used as a crutch because what if the technology is not operable? Then you have adjusted and get back to the basics. It starts and ends with you.

Tanya Turner, MBA, SHRM-CP, PHR, HR Director, SALTO Systems, Inc.

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Embracing and Inspiring Change Proactively

A key leadership skill I've enhanced in the age of AI is proactively embracing and inspiring change. This involves adopting new tools and methodologies. It also includes fostering a culture of adaptability and continuous learning within my team.

To develop this skill, I prioritized ongoing education through courses, webinars, and workshops. At the same time, my teams were able to choose their learning paths. This approach ensures we update our knowledge base annually. We also keep processes innovative and aligned with industry trends. As a result, we've strengthened our adaptability and maintained a competitive edge in the tech staffing space.

Ann Kuss, CEO, Outstaff Your Team

Author Bio

Brett Farmiloe is the CHRO & CEO of Featured.

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