Is your AI strategy forgetting the human?

The buzz around AI in HR is deafening, promising a future of unprecedented efficiency and data-driven strategy. Yet, beneath the hype lies a critical mission that will define the success or failure of this transformation. For people leaders on the front lines, the challenge is not just to adopt new tools, but to infuse them with purpose and ethical oversight. The goal is to leverage automation’s potential, freeing up space for what truly matters: authentic human connections that technology alone cannot replicate.

For Elyse Philippi, People and Culture Director for Asia-Pacific at Insight, a leading AI solutions integrator, the path forward is clear: AI must be a tool for empowerment, not replacement. Drawing on her extensive experience in organisational transformation and real-world AI implementation, Philippi shared with HRM Asia how HR can master the delicate balance between technological advancement and human connection.

Defining the ethical framework

Before deploying any AI tool, a strong ethical foundation is non-negotiable. For HR, this means ensuring that technology enhances fairness and transparency rather than obscuring it. Philippi argued for a human-in-a-loop philosophy.

“At Insight, we define ethical AI in HR as the responsible, transparent, and human-centred use of technology to support—not replace—people,” Philippi stated. “Ethical AI means ensuring fairness in decision-making, protecting employee privacy, and maintaining transparency in how data is used.”

This is not just a policy on paper. As a “client zero” for its own solutions, Insight rigorously tests and integrates AI into its own workflows, from its AskHR agent to AI-enabled learning platforms. This hands-on approach provides a deep understanding of the technology’s practical and ethical implications.

“When AI is applied to career-related decisions, such as hiring, development, or performance management, organisations have a duty to validate these tools for bias, explainability, and compliance with global standards like GDPR and the EU AI Act,” she added. “Ultimately, ethical AI is about earning trust and empowering employees with tools that enhance their experience, not diminishing it.”

One of AI’s most touted benefits is its ability to deliver hyper-personalised employee experiences at scale. From customised career pathing to tailored wellbeing nudges, the potential is immense. However, Philippi cautioned that without a clear purpose, personalisation can quickly become noise.

“Hyper-personalisation is powerful, but it must be purposeful,” she explained. “The boundary lies in whether the experience adds clarity or complexity. AI should simplify workflows, surface relevant opportunities, and support wellbeing, not overwhelm employees with fragmented touchpoints or excessive nudges.”

The principle extends to the sensitive area of employee wellbeing. While AI can analyse engagement data to help leaders proactively support their teams, it must not reduce individuals to a set of metrics. Philippi is adamant that technology should serve as a helpful assistant, with human leaders making the final, empathetic judgment.

“We’re careful to avoid reducing people to metrics. That’s why we involve employees in co-designing AI experiences and ensure every tool is backed by human support,” she noted. “Wellbeing is holistic, and AI should be a co-pilot, not the captain.”

Preparing for the next frontier: Agentic AI

Looking ahead, Philippi identified the rise of agentic AI—systems capable of independent action and decision-making—as the single greatest ethical challenge on the horizon. As these technologies mature, maintaining human oversight will become even more critical.

“The greatest ethical challenge HR will face is balancing autonomy and accountability in an era of agentic AI,” she predicted. “As these technologies evolve, HR must ensure that human oversight remains central, especially in sensitive areas like promotions, compensation, and wellbeing,”

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Preparation for this future must begin now. Philippi urged HR leaders to build fluency in AI governance, upskill their teams on new technologies, and, most importantly, co-design AI solutions with employees to build trust and ensure relevance.

As AI handles more administrative and analytical tasks, HR professionals will be freed up to focus on what truly matters: the human side of work. Philippi believes that in this new landscape, one quality stands above all others.

“The most vital element to preserve is empathy,” she asserted. “AI can streamline tasks and surface insights, but it can’t replicate the nuance of a heartfelt conversation, or the trust built through human relationships. HR leaders must protect spaces for genuine connection—whether that’s in coaching, feedback, or team rituals.”

Losing this focus carries a significant risk. “The biggest risk is de-personalisation,” Philippi warned. “If we rely too heavily on automation, we risk making employees feel like data points rather than valued contributors.”

For Insight, the guiding philosophy is clear and deeply embedded. “Our philosophy is ‘AI with a human touch,’ and it guides everything from our policy design to our product rollouts,” Philippi concluded.