Artificial intelligence (AI) is transforming what it means to lead – and the opportunity for today’s leaders is to seize on its adoption for commercial success. In our previous blog we explored why organisations urgently need AI-powered leadership. Now we look at what this means in practice for HR leaders. To embed AI into HR strategy represents both a great opportunity and a new responsibility – to help all leaders harness AI in ways that enhance, not erode, what makes work human.
The good news is that HR is already well placed to guide this transformation. By designing strategies and actions around the five pillars outlined in our new report on AI-powered leadership, HR can become a central enabler of this transformation – one that unites human insight with intelligent technology, to drive organisational performance.
Those AI-powered leaders working in HR also have a unique opportunity to practice what they preach. They can redefine and set the tone for AI integration by modelling these AI-powered leadership behaviours in their own work.
From principles to practice
Based on our global research at Top Employers Institute, our AI-powered leadership report moves beyond theory to what this looks like in practice.
Here are three of the five pillars in our blueprint – digital confidence, human-centred design and applied empathy – and what they mean for HR leaders.
1. Digital confidence
Digital confidence is the foundation of AI-powered leadership. It means developing enough understanding to question, evaluate and apply AI responsibly, rather than being a technology expert.
According to our research at Top Employers, only 46% of leaders have had any form of structured training in generative AI, while just 16% of employees say their organisation support skill development in this area.
HR’s role is to narrow that gap, by embedding AI fluency into leadership development. Practical actions by HR leaders outlined in the report include introducing short, bite-sized learning modules that fit around daily routines or facilitating peer learning through AI roundtables, where leaders share real case studies and lessons learned.
The experience of Chiesi, a certified Top Employer, shows the value of this approach. When its Global HR Analytics and HRIS team began implementing AI tools, they focused on helping leaders listen to experts, trust their teams and apply ethical judgement before making decisions. Their success lay in fostering open collaboration and building trust between human insight and data-driven intelligence.
2. Human-centred design
Human-centred design ensures that AI strengthens human capability rather than eroding it. It’s about aligning technology with people’s needs to create more meaningful, engaging work.
The data is clear: high-profitability companies are 7% more likely to use AI to enhance employee experience than their lower-performing peers. These organisations see it as a lever for autonomy, purpose and connection, driving improvements in AI and employee experience.
Certified Top Employer, NLB Komercijalna Banka in Serbia offers a powerful example. When introducing AI, the bank placed people before technology by creating AI ambassadors and governance structures that promoted trust and collaboration. Employees were empowered to shape how AI was integrated resulting in higher engagement and innovation.
For HR leaders, human-centred design begins with practical actions, such as employee experience mapping, role-impact analysis or co-designing workshops with frontline leaders. These activities help identify where AI enhances the flow of work – and where it risks creating disconnection. By guiding human-centred design, HR can ensure technology becomes a catalyst for growth.
3. Applied empathy
AI makes analysis faster and communication more efficient, but it can never replace the emotional connection that employees need to feel from their leaders. Applied empathy means using AI to strengthen understanding, not to create distance. Early actions could include piloting AI-powered coaching tools, or using GPT-based simulators to help leaders practice sensitive conversations in a safe environment.
Several organisations are already doing this. For example, some have introduced AI-powered coaching that prompts leaders through challenging scenarios, helping them refine tone, clarity and confidence. Our new report highlights that 85% of Top Employers now encourage self-reflection in leadership development, a practice linked with higher engagement and lower voluntary turnover.
Autostrade per l’Italia offers a practical example of how AI can deepen relational leadership. The company combined survey results with AI-supported analysis of more than 4,000 open ended employee comments. The key has been in the humanity of the follow-through, where leadership discusses and acts on the findings, which drives real change and meaning for their teams.
In the AI era, empathy is about connection with purpose. It’s about leaders using data to deepen humanity, not diminish it and HR leaders play a key enabling role in embedding this mindset across the organisation.
HR must seize the opportunity
The time to act is now. For HR, championing the value of AI-powered leadership is both a commercial necessity and a critical part of responsible AI in HR. And it will become the means through which stronger engagement, better decision-making and more resilient performance become possible.
The spotlight now falls on senior HR to deliver leadership in the AI era for the benefit of current and future generations. And as AI redefines work, CHROs and CPOs can themselves model AI-powered leadership – using it to augment judgment, empathy and purpose in how they lead their organisation.
Download the full AI-powered leadership report to access the practical roadmap. See how your HR function can turn this blueprint into action.
