How companies can make the use of AI in HR sustainable

Especially in the HR field, which traditionally relies heavily on interpersonal interaction and intuition, the use of AI raises questions: Will AI replace humans? How fair are algorithmic decisions? And how is the role of HR changing?

The answer does not lie in the technology itself, but in how companies shape the transformation.

Trust as the Foundation of Change

Change requires acceptance – and acceptance is built on trust. Employees need to understand why AI is being used, what tasks it performs, and how it benefits both them and the organization. This understanding grows through transparency and open communication. Companies should communicate early and honestly about planned AI projects, invite feedback, and make it clear that AI is not taking control, but offering support.

Leaders play a central role in this process. They are the multipliers of change: only when they understand the potential and limitations of AI can they communicate them credibly. An open communication culture reduces uncertainty and transforms skepticism into participation.

Building Competence Purposefully

A successful cultural transformation can only succeed if employees possess the knowledge needed to use new technologies confidently. This means that AI competencies must be developed systematically – from HR teams to top management. Practical training sessions, workshops, and clear guidelines help employees understand how AI works: How are algorithmic decisions made? Which data is sensitive? How can bias and misinterpretation be avoided?

Companies that invest in education and training gain a double benefit: they foster acceptance and create the professional foundation for responsible AI use. At avinci, for example, we offer targeted training programs that teach HR teams how to use AI tools effectively – without losing control over processes or values.

Rethinking Roles and Responsibilities

The introduction of AI changes responsibilities. Routine tasks such as applicant screening or maintaining employee records become automated, while HR professionals increasingly take on strategic, advisory, and analytical roles. This shift requires a new understanding of roles: humans are not being replaced – they are becoming directors of intelligent systems.

It is important to shape this transition consciously. Companies should define clear responsibilities for AI applications – from data management to the ethical assessment of AI-driven decisions. Governance structures provide orientation and ensure that AI is not used in an uncontrolled or ad hoc manner. This guarantees oversight and helps the organization develop a shared understanding of accountability.

Change Management as a Continuous Process

Cultural change does not end with the introduction of a new technology – it is an ongoing process that requires continuous reflection and adaptation. Regular feedback loops, employee surveys, and open forums for discussion help share experiences and identify potential obstacles early.

AI should also be viewed as part of a broader HR strategy: the goal is not simply to introduce new tools, but to modernize work practices, decision-making processes, and leadership culture in the long term. Only then can AI fully realize its potential – as a tool for efficiency, fairness, and innovation.

Artificial Intelligence in HR is not an end in itself, but a catalyst for cultural transformation.
Organizations that consciously shape this transformation achieve a dual benefit: they create more productive structures while fostering a culture of trust, learning, and progress.

Those who successfully implement AI do so not through technology alone – but through people who are willing to actively shape and embrace change.