AI is Forcing a Hard Question: Are We Improving Work or Quietly Deleting It?
AI is accelerating a question many organisations have managed to sidestep for years: are we improving the way work gets done, or simply removing parts of it without redesigning what comes next?
In episode 891 of the HRchat Podcast, I spoke with Kevin Oakes, CEO and co-founder of the Institute for Corporate Productivity, about how artificial intelligence is reshaping jobs, organisational structures, and the pace of change for HR leaders. What emerged from our conversation is that this moment is not just another wave of technology adoption. It is a fundamental shift in how work itself is designed.
Kevin draws a useful comparison between today’s AI boom and the early days of the internet. Both represent transformative shifts, but the defining difference is speed. AI is being adopted faster, scaled faster, and embedded into workflows far more quickly than previous technologies. That pace is leaving many organisations reacting rather than designing, particularly when it comes to workforce planning and role evolution.
One of the more striking dynamics is how organisations tend to approach AI conversations. The starting point is almost always efficiency and return on investment. Leaders understandably focus on cost savings, productivity gains, and automation opportunities. However, as Kevin points out, that framing only goes so far. It eventually forces a more complex conversation about workforce design — what roles should look like, how responsibilities should shift, and where human contribution creates the most value.
This is where the impact becomes tangible. Entry-level roles are already changing, in some cases shrinking or evolving into something quite different from what they were even a few years ago. Management structures are also being reshaped as AI takes on coordination, reporting, and analytical tasks that previously sat with human managers. In some organisations, workforce restructuring — including layoffs — is being used as a deliberate lever to accelerate that redesign.
At the same time, new use cases are beginning to emerge that go beyond efficiency. One example discussed was the concept of digital twins — virtual representations of individuals or roles that can be used to simulate decisions, test scenarios, or support coaching. While still early, these kinds of applications hint at a future where HR has far more sophisticated tools for performance management and development.
All of this points to a significant shift in the role of HR. Rather than acting primarily as a support function, HR is increasingly positioned as the architect of how work gets done. Kevin highlighted organisations such as ServiceNow and IBM, where CHROs are playing a leading role in AI initiatives. This reflects a broader recognition that AI adoption is not just a technical challenge. It is a question of organisational design, skills strategy, and human behaviour.
Skills readiness, in particular, is emerging as a critical differentiator. High-performing organisations are taking a more systematic approach to understanding the capabilities they have today and the ones they will need tomorrow. This involves cataloguing skills across the workforce, mapping which tasks can be augmented or automated by AI, and identifying gaps that need to be addressed through hiring, development, or redeployment.
Internal talent mobility is becoming one of the most practical tools in this process. Rather than relying solely on external hiring, organisations are increasingly looking inward to reskill and redeploy existing employees. This approach not only addresses skills gaps more efficiently but also helps maintain engagement and retention in a period of significant change.
Despite the heavy focus on technology and efficiency, culture remains a central factor. In fact, it may be more important than ever. AI adoption often triggers uncertainty and resistance, particularly when employees are unclear about how their roles will change. Organisations that invest in culture health and change readiness are better positioned to navigate that uncertainty. Increasingly, boards are beginning to recognise this, treating culture risk in a way that is closer to governance or audit oversight.
The common thread across all of these shifts is that AI is not simply a tool to optimise existing work. It is a catalyst forcing organisations to rethink what work should look like in the first place. That requires a more deliberate approach — one that balances efficiency with effectiveness, technology with human capability, and innovation with trust.
For HR leaders, the opportunity is significant. Those who step into a more strategic role in designing work, shaping skills strategies, and guiding cultural adaptation will play a central role in how their organisations respond to this moment. Those who do not risk being pulled along by changes that are happening regardless.
The question, then, is not whether AI will change work. It already is. The real question is whether organisations will take control of that change — or allow it to unfold without a clear design.