“All HR professionals are feeling the pressure [to adopt or respond to AI innovations], but not everybody has nailed [their strategy].”
Context
This remark was made by Andreea Macoveschi, Managing Director for Europe at global talent services firm Hudson RPO, during a panel session at last week’s CIPD Festival of Work in London. The discussion focused on the impact of artificial intelligence on the labour market and the challenges facing HR leaders as they attempt to navigate rapid technological change.
Macoveschi noted that while the urgency around AI adoption is widely felt across the HR profession, strategic clarity remains elusive for many. She urged organisations to engage with specialised experts if internal capability or confidence is lacking, particularly in understanding the ethical, operational and human impacts of integrating AI into people functions.
The comment came during one of several packed sessions at the Festival of Work, held at the Excel convention centre and attended by HRreview. The event brought together thousands of people professionals to explore future-of-work trends, from AI and automation to skills development, inclusion and wellbeing.
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Meaning
Macoveschi’s quote captures a moment of real tension for HR:
- AI is no longer an abstract future concept. It is here, and employers are expected to have a point of view, if not a plan.
- HR professionals are increasingly expected to lead or influence their organisation’s AI strategy, especially where it touches recruitment, workforce analytics, performance management or learning.
- Despite the pressure, many in HR are still at the early stages of learning, exploration or piloting, which is far from full implementation of the technology.
The message is not one of criticism, but of realism: strategy cannot be rushed, but nor can it be indefinitely postponed. For those unsure of their next step, seeking external insight or support may be a necessary accelerant.
Implications
HR leaders looking to operationalise AI need to think beyond tools and vendors. Macoveschi’s advice highlights several key priorities:
Capability building: Upskilling HR teams in AI literacy — including ethical implications, bias, data governance and interpretability — is essential for informed leadership.
Cross-functional collaboration: HR must work alongside IT, legal and operations to co-create AI strategies that are human-centric and compliant.
Strategic experimentation: Not every organisation needs a finished AI playbook, but those that begin with structured pilots, clear use cases and measured risk-taking will move faster and learn more.
As the pace of innovation accelerates, HR’s ability to act as both steward and strategist will define its influence. Macoveschi’s comment is a timely reminder that while not everyone has nailed their strategy, nobody is off the hook.
