AI usage among HR professionals is increasing, but formal AI adoption into workplace processes remains limited – with time pressures, skills shortages and a lack of internal policies cited most often as the reason, according to new research.
The study, from HR services firm Brightmine, found that while more than two-thirds (66.3%) of HR professionals now use AI in their daily tasks – a 12 percent rise on last year – only 3.6 percent of organisations have formally embedded AI into their HR operations.
Although 60 percent of HR professionals feel AI could improve efficiency, they also say they lack the time to explore its full potential. The same proportion report not having the required knowledge to use AI tools effectively.
Only 32.1 percent of organisations surveyed have established formal policies to guide AI use in HR. Smaller companies are the least likely to have any framework in place, with 60 percent of firms with fewer than 250 employees operating without AI guidelines, policies or principles. However, every small business in this category reported reduced HR workload due to AI.
Enterprise firms ‘experiment with AI’
Larger companies are further along in experimenting with AI but remain hesitant to commit to formal use. Nearly 68 percent of organisations with more than 1,000 employees said they have trialled AI in HR processes, yet only 47.5 percent have created policies to govern its use. Despite this, the vast majority (96.3%) see AI’s main value as a time-saving tool.
Sector differences in adoption patterns were also evident. Not-for-profit organisations expressed greater concern about AI’s impact on job security, with 40 percent raising this as an issue. Meanwhile, 45 percent of public sector employers reported not experimenting with AI at all, compared to 35 percent of not-for-profits.
Sheila Attwood, Senior Content Manager for HR Data and Insights at Brightmine, said, “HR professionals are eager to use AI, but without the right skills and clear guidelines, there’s a risk of inconsistent use leading to poor decision-making and missed opportunities. Organisations that invest now in training, clear policies and support can turn AI from a personal productivity boost into a strategic organisational advantage.”
Training and policies key to wider adoption
The report suggests that the main hurdle to widespread AI adoption in HR is not resistance but a lack of time and skills. More than 63 percent of HR professionals said they do not have time to explore AI tools properly, while 61.7 percent identified a shortage of relevant skills as a barrier.
Attwood noted the importance of preparing teams for wider adoption through training and internal support, saying, “Given that this is such a key obstacle and with AI becoming more of a business priority, it’s HR’s responsibility to ensure the organisation is equipped with the right awareness and training. Internal communication campaigns, awareness sessions and structured learning can all help.”
While 58 percent of respondents said their HR team has already been experimenting with AI, 39 percent said their organisation had yet to begin using it in any formal capacity. The research also revealed ongoing concerns around algorithmic bias, data privacy and the trustworthiness of AI tools.
Exciting possibilties for AI adoption
Despite these issues, Brightmine’s findings show that HR professionals remain interested in the potential of AI.
“The overwhelming feeling is that HR professionals are excited by the possibilities of AI in the workplace,” Attwood told HRreview. “However, it’s vital for HR teams to invest in doing AI the right way. Without the right skills and clear guidelines, there’s a real risk of inconsistent use, poor decision-making, and missed opportunities.”
She added that organisations that take the time now to invest in training, develop clear policies, and offer ongoing support can transform AI from a personal productivity tool into a powerful strategic advantage.
Alessandra Pacelli is a journalist and author contributing to HRreview, where she covers topics including labour market trends, employment costs, and workplace issues.
- Alessandra Pacelli
- Alessandra Pacelli
- Alessandra Pacelli
- Alessandra Pacelli
