In boardrooms across the globe, the conversation about AI has shifted from if to how fast. Executives are racing to implement AI, buying the latest software and hiring data scientists in a rush to innovate. But a recent McKinsey report revealed a staggering gap: while 92% of companies plan to increase their AI investment, only 1% consider themselves AI-mature.
This gap isn’t about technology; it’s about people. A successful AI strategy is fundamentally a talent and HR data strategy, and that places HR leaders at the center of one of the biggest shifts in modern business. This excerpt from our new playbook, Shift Happens: Get Ready for HR’s AI Reckoning, explores how you can steer the executive conversation from reactive tech adoption to proactive talent strategy.
The first question you’ll likely hear from a CEO or CFO is, "How many roles will this eliminate?". While understandable, it’s the wrong place to start. Your first move is to reframe the entire conversation from headcount to capability.
The real question isn't about who to replace, but who you can retool and reskill to make your workforce more competitive. This is what employees want. According to a 2025 SHRM report, 74% of employees believe AI should support human talent, not replace it. Yet, Deloitte finds that only 37% of companies are making meaningful investments in the necessary training. By focusing on building skills, you shift the narrative from cost-cutting to building a more agile and resilient organization.
To truly be influential, HR leaders must prove their value in the language of the business: results. Abstract plans and pilot programs are no longer enough. Executives demand evidence that talent investments will deliver higher productivity and better outcomes.
The data provides a clear mandate. According to Deloitte’s 2024 Global Human Capital Trends report, organizations that align their workforce planning with business strategy are 2.6 times more likely to exceed their financial goals. Similarly, LinkedIn research shows that companies using skills-based talent models are 107% more likely to place employees in roles that directly support critical business needs.
Your role is to connect the dots. Every learning investment, every internal mobility program, and every skills-mapping initiative is a direct line to achieving the strategic goals the C-suite cares about most. This is where a governed people data platform becomes invaluable, linking skills data to measurable business outcomes.
Your board and executive team will have pointed questions about risk, readiness, and ROI. They’ll want to know which roles are most at risk, whether managers are prepared to lead AI-enabled teams, and how you’re managing the ethical implications.
Each question is an opportunity to lead. As our playbook outlines, being prepared with strategic, data-backed answers positions HR as a credible, indispensable leader in the AI transition. By tracking metrics like Skills Coverage, AI Adoption Rates, and Internal Mobility, you can provide concrete evidence that your talent strategy is reducing risk, building capability, and driving the business forward.
AI readiness begins in the C-Suite. When HR leaders step up to reframe the conversation, tie talent to outcomes, and answer tough questions with confidence, AI becomes a powerful business advantage instead of a disruptive risk.
Sources
McKinsey & Company. Chui, M., Hall, B., & Mcllraith, E. (2025, January 28). AI in the workplace: A report for 2025Download the complete AI readiness playbook to access the full frameworks, metrics, and checklists you need to lead your organization’s AI transformation - and shape the future of HR.