What Happens When HR and TA Lack AI Savviness?
Jason Putnam, CEO, Vetty
Artificial intelligence is no longer theoretical for employers. It’s already embedded in the hiring process, just not always on the employer’s side.
Job candidates are rapidly adopting AI tools to write resumes, prepare for interviews, and accelerate applications. Meanwhile, many organizations are still navigating governance committees, compliance reviews, and the challenge of preparing internal data for AI adoption. The result is a widening gap between what candidates can do with AI and what hiring teams are equipped to manage.
And that gap introduces real risk.
In many organizations, the question becomes a version of the classic chicken-or-egg dilemma: do companies wait until governance structures are fully defined before building AI capability, or do they move forward while those structures evolve?
Research from Kyle & Co. suggests the answer is clear. AI does introduce new complexities, but it’s “simply the next arena” of risk management. HR and talent acquisition teams are not unfamiliar with high-impact, highly regulated environments. The challenge now is accelerating the governance skills and operational processes required to manage AI responsibly.
Waiting too long to build those capabilities carries its own consequences, including rising candidate abandonment and growing vulnerability to fraud.
The first step toward responsible AI adoption is awareness. In many enterprises, AI is already present across different parts of the organization, sometimes embedded within existing tools, sometimes used informally within specific teams. Yet HR and TA leaders often lack full visibility into where those capabilities exist and how they influence decision-making.
That lack of visibility makes alignment critical. Effective AI governance begins with cross-functional alignment. HR, TA, IT, compliance, legal, and procurement all play a role in defining how AI systems operate and how human judgment is incorporated into those processes. Clear lines of responsibility help ensure organizations maintain the appropriate balance between automation and oversight. That balance matters. Technology can accelerate workflows, but accountability for hiring decisions must remain human.
This balance becomes especially important when defining how AI is actually applied. AI works best when it complements human expertise rather than replacing it. Take background screening as an example. Determining the criteria required for a role, what should be verified, which credentials matter, and how compliance requirements apply, is fundamentally a human decision informed by experience and regulatory knowledge.
Once those criteria are established, AI can help automate validation tasks such as monitoring professional licenses or flagging inconsistencies in documentation. When applied correctly, this interdependent approach reduces administrative burden while strengthening verification standards. Human judgment defines the rules. Technology helps enforce them. Together, they create a system that reduces risk without slowing hiring teams down.
However, applying this model consistently requires a broader level of AI literacy across the tech stack. AI literacy is also becoming a requirement for managing modern HR technology. Organizations must navigate evolving legislation governing background checks, privacy standards, and automated decision-making. At the same time, their HR systems, from applicant tracking platforms to assessment tools and onboarding software, are increasingly integrating AI capabilities of their own.
When these systems operate at different levels of AI maturity, complexity multiplies. Candidates may be using advanced AI tools during the hiring process, while employers are managing a patchwork of technologies with varying levels of automation and oversight. Without a clear strategy, that imbalance creates operational and compliance risk.
So the question becomes how to build that capability without overcomplicating the process. The analysts at Kyle & Co. recommend a practical approach: start with smaller AI use cases before expanding into more complex applications. Organizations don’t need to solve enterprise AI overnight. A single pilot program, one measurable KPI, or one functional workflow can establish the foundation for broader adoption. AI literacy grows through experience, and each implementation strengthens internal governance, improves understanding of the technology, and informs the development of a long-term AI playbook.
To move forward effectively, organizations should focus on:
- Building visibility across AI usage: Understand where AI already exists within the organization and how it is being applied across hiring workflows.
- Aligning stakeholders early: Ensure HR, TA, IT, legal, and compliance are aligned on governance, accountability, and oversight.
- Defining human vs. AI responsibilities: Establish clear boundaries where human judgment leads and AI supports execution.
- Starting with controlled use cases: Pilot smaller initiatives to build confidence, measure outcomes, and refine processes.
Ultimately, the organizations that act on these priorities now will be best positioned to keep pace. What organizations cannot afford to do is wait. AI is already shaping how candidates approach hiring. Employers that delay building their own AI capabilities risk falling further behind, not only in efficiency, but also in trust, compliance, and competitive advantage. Because in hiring, as in most systems, the organizations that succeed are the ones that adapt early and build the operational discipline to manage change.
Jason Putnam
CEO, Vetty
Jason Putnam is the innovative CEO at Vetty, a high-velocity hiring platform streamlining verification and onboarding at scale. With over 15 years of executive experience in SaaS,
go-to-market strategy, and revenue growth, he specializes in building high-impact teams, scaling startups, and delivering meaningful customer value.
Previously, Jason served as Chief Revenue Officer at Plum, leading global enterprise initiatives and transforming talent decision-making through psychometric data. His leadership journey includes various senior roles across the HR tech landscape, driven by a relentless focus on trust, innovation, and strategic execution.
Honored as a two-time Executive of the Year by both the Stevie (2022) and the Globie Awards (2021) and a two-time Inspiring Leader (Inspiring Workplaces, 2025 & 2024), Jason thrives on fostering energy, clarity, and a culture of growth. He also advises high-growth companies and communities like Catalyst Constellations, EDEN, and CareerXroads.
At Vetty, Jason’s passionate about transforming how great organizations hire great people—faster, smarter, and with greater confidence.