HR’s Role in Orchestrating a Successful AI Adoption

At a recent leadership gathering in New York, Newfront hosted an intimate group for a discussion on the intersection of AI and Human Resources. The conversation, led by 15five’s Anthony Onesto and ScaleJoy’s Joy Sybesma, explored one of today’s most pressing topics: how People leaders can embrace artificial intelligence to enhance—not replace—the human experience at work. The group unpacked what AI really means for People teams today and how to navigate the opportunities and challenges that come with it.

The Role of HR in Shaping AI Strategy

Anthony made it clear that HR is uniquely positioned to lead AI adoption. As the department most connected to both people and process, HR has the responsibility to ensure AI is implemented ethically, strategically, and with empathy. The challenge, he noted, isn’t just about gaining efficiency; it’s instead about preserving and enhancing human performance. People leaders must be given (or take!) a seat at the table when it comes to these discussions. Finance, IT, and C-Suite have their own important perspectives, but they are going to be unique to their roles. People teams must play the role of conductor.

Practical Strategies for Implementation

Right out of the gate Anthony simplified the AI discussion as “Task Analysis”, referencing a mentor of his that noted this specifically and that everyone had been here before with outsourcing and/or the rise of SaaS tools. 

Across the group, leaders shared how their organizations are experimenting with and implementing AI.

• One participant from a data company described the distributed ownership model that they’ve instituted with success, where different teams take responsibility for specific AI tools. This approach builds accountability and engagement from the ground up.

• Another participant from a security group highlighted the importance of responsible acceleration, moving quickly but not recklessly, to ensure quality and fairness in AI decisions.

• Joy recommended leveraging an older framework ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement) and detailed task analysis to guide structured, human-centered change management during AI rollouts.

Creating Space to Learn and Experiment

A recurring theme was the need to give employees time and freedom to explore AI safely. The group discussed the power of 'Lunch & Learn' sessions, pilot programs, and internal showcases where employees can present their own AI projects. 

Newfront recently implemented a regular agenda item during companywide Town Halls where employees from different functions highlight interesting prompts or tasks they have delegated to AI. 

These moments of experimentation not only build confidence but also spark innovation and collaboration across teams. 

As Joy put it, structured flexibility with space to try, learn, and adapt may be the most powerful catalyst for long-term adoption. Another concept introduced was encouraging leaders to set up AI sandboxes, or controlled environments where creative ideas can be tested without risk. One participant shared that her HR team’s internal audit found AI tools across departments were being used not to eliminate roles, but to amplify productivity. The insight shifted the company’s strategy toward optimizing its existing workforce, rather than reducing it.

Building a Smarter, More Sustainable Framework

When it comes to managing AI tools, the panel agreed: structure matters. A 'best-of' approach curating the most effective tools while cutting redundancy helps control costs and streamline workflows. Regular reviews, peer recommendations, and open feedback loops ensure these systems evolve with the organization.

As a word of warning, one participant from a market research group noted that the costs of these enterprise licenses can soar if left unchecked and there should be continuous review of the services to look for redundancies as they can quickly pile up.

The Opportunity Ahead

AI is here to stay, but success depends on how we choose to integrate it. The group emphasized that technology should enhance human connection, not erode it. While AI can automate routine tasks and free up time, leaders must ensure that the work left behind is meaningful, creative, and distinctly human.

There was consensus that HR leaders have a unique opportunity—and responsibility—to steer this transformation with transparency, education, and empathy. HR’s role in AI is more about orchestration than it is just adoption. The future of work belongs to organizations that empower their people to collaborate with technology while keeping humanity at the heart of innovation.

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