Ep 791: Making Agentic AI Work For HR & Talent
Recruiting Future with Matt Alder - What's Next For Talent Acquisition, HR & Hiring?Show Notes
The real value of AI agents in HR comes from connecting them to work across the employee lifecycle, not from deploying them on individual tasks. That's where most large organisations are getting stuck. Working in a fully agentic way means dealing with different systems and different data sources that often have no shared foundation.
The result is fragmented experiences for employees and managers, with the end-to-end potential remaining out of reach. Getting there requires some serious work in data governance, process design, and integration, the kind of foundational work that rarely gets mentioned at industry conferences.
So what needs to be in place before AI agents can work at enterprise scale?
My guest this week is Melissa Shelley Höjwall, Global HR Technology Lead at H&M Group. In our conversation, which we recorded live at HR Tech Europe, she explains what it takes to build a connected AI architecture across HR and why many companies are undermining their own progress.
In the interview, we discuss:
The approach to Agentic AI in HR at H&M
From niche agents to connected architecture
Process automation design and date integration
The role of data governance
Adoption in the enterprise
Shadow AI and over-governance
Why cutting jobs isn’t the way to get true value from AI
New roles for HR professionals
Breaking the silos in the Talent function
What to focus on for the future
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AI is moving from a specialist technology to something employees in large parts of the organization are increasingly expected to be using. Skills, mindsets, and long-established habits are much harder to change than software, which is why meeting that expectation is proving difficult. If the challenge is mainly a human one, AI readiness is as much a matter for HR and talent leaders as for technology teams. So what does it take to get a workforce ready for AI, and what opportunity does that create for talent leaders?
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There is a lot of pressure on talent acquisition to adopt AI, and the discussion about how to do it tends to focus on tools and skills. With layoffs attributed to AI in the headlines, the people in TA teams have good reason to feel anxious about the technology they are being asked to use. That anxiety makes people less willing to experiment, and addressing it has less to do with the technology than with how leaders handle uncertainty.
TA leaders have to keep delivering for the business while they use AI to transform how hiring works. At RecFest USA in Nashville, AI was the main topic of conversation, although the people I spoke to talked about much more than the technology. So where should TA leaders be focusing their attention?