‘AI is a talent magnet’: How to leverage its power in 2025

If it has not happened already, McKinsey research shows that by the end of 2025, HR leaders will likely be at the centre of an organisational alignment effort around enterprise technology.

According to a 2024 report from the firm, many companies are expanding AI use across their operations. Half the respondents say their organisations use AI in two or more business functions, with HR surfacing in the top 10. As different departments begin to apply AI use cases, how will company and HR leaders ensure that everyone is on the same page about the core values of using the new tech?

There’s a gap in organisational alignment on AI

In another international report, 3Sixty Insights and Eightfold AI surveyed 500 HR leaders and 1,200 employees across six countries to assess HR strategy alignment. While the research found that nearly all surveyed companies either use or plan to use AI, the depth of understanding and implementation remains surprisingly shallow.

Adding another layer of complexity, there is a perception gap between CHROs and other HR leaders specialising in specific areas such as talent acquisition, regarding the benefits and potential of AI, suggesting that organisational understanding of AI is not just uneven but potentially fragmented, according to 3Sixty Insights and Eightfold AI’s research.

This suggests that while AI is becoming ubiquitous, plenty of workplaces are still grappling with how to leverage its transformative potential in human resources.

AI curiosity breeds use cases

Many organisations are tackling this gap by ensuring the maximising number of employees are comfortable using AI. Mary Alice Vuicic, Chief People Officer at Thomson Reuters, says her company uses four “Ts” to build curiosity among employees about using AI. These are: tone from the top, tools to use, time to experiment, and training to upskill.

She shares that at Thomson Reuters, this began with a uniform plan to kickstart creativity. Teams were tasked with brainstorming and trying out use cases for AI technology, with more than 100 use cases rising to the top.

Currently, 25 are being applied, with plans to deploy 20-30 more in the coming year. While the engineering and customer service teams have led the way, Vuicic says, use cases have also been conceived for sales, HR and other departments.

In the recruiting space, AI has been applied to scheduling and interview summarising, she says. The organisation is also testing how to use AI to shortlist candidates ethically, a task that has become overwhelming due to the sheer volume of applications, many of which are facilitated by AI. “Hiring managers are begging for help sorting through the volume of applicants,” says Vuicic.

Requests for AI hit a ‘feverish pitch’

Recruiters are not the only employee segment hoping AI will save the day. Vuicic highlights that AI is the primary topic of discussion among colleagues throughout the organisation, especially regarding development priorities and technology upgrade wish lists. Requests to upskill and access tools have reached a “feverish pitch.”

Vuicic says that this desire to implement AI seems to be universal at Thomson Reuters, a global company with over 25,000 employees worldwide. In fact, during her recent visits to India, Manila and New York, employees at all locations shared their appreciation for full access to AI tools, backed by leadership encouragement to experiment with them.

The good news for HR staff—and employees in general—at Thomson Reuters is that the C-suite is eager to provide access and encouragement. In fact, the organisation offers a proprietary enterprise AI tool called Open Arena, a secure environment that utilises four prominent large language models.

Thomson Reuters has prioritised employee development in AI through global learning days. The company has also identified 400 AI champions who are leading the way, sharing use cases, tips and tricks, according to Vuicic. She says this promotes an AI strategy that is generated both “top-down and grassroots.”

READ MORE: Seven key HR and workplace trends for 2025

Currently, content creation, problem-solving and sourcing suggestions are key use cases for Open Arena at Thomson Reuters. New in 2025 will be AI coaching, which Vuicic says received a strong reception during testing projects this year. Her vision includes an AI assistant and coach for every employee. She expects more wish-list potentials to become realities as the technology is refined in the coming years, saying she expects “a blossoming” of new products in 2025.

The appeal of AI is not limited to people who work at the firm. The Future of Professionals Report 2024, published in July by Thomson Reuters, reveals that 80% of professionals surveyed—more than 2,500 workers in various occupations and global regions—see AI and generative AI as the “dominant issue” shaping their professions in the coming years.

AI is a ‘talent magnet’ worthy of organisational alignment

Despite acknowledging the importance of AI skills for business success, HR leaders ranked skills assessment last in their priorities for the next 12-18 months, according to the findings from 3Sixty Insights and Eightfold AI. In stark contrast, the research identified understanding workforce skills as a top-three means to achieving business objectives. Meanwhile—shedding light on why HR leaders might not have the time and resources to explore skills-related objectives—their top three concerns all centre on getting and keeping the best-fitting employees in their roles.

There might be one objective that hits the centre of the skills and attraction/retention bullseye: AI training and development. With 3Sixty Insights and Eightfold AI’s findings also revealing that 82% of employees sought new jobs last year, HR leaders need to examine if a lack of AI-based resources might drive talent away from their own businesses.

Failing to align efforts to educate employees on using AI seems to be a critical mistake, according to the research. Vuicic agrees: “AI-empowered professionals will outpace their peers.” While productivity, efficiency and user experience are often cited as the leading reasons to apply AI, Vuicic reminds HR leaders that employees want to learn for their own growth and curiosity, and providing education might be a power move. “AI is a talent magnet,” she says.

About the Author: Jill Barth is HR Tech Editor of HR Executive, where this article was first published.