The integration of AI in enterprises is no more an option but an imperative. As far as innovations go, its ascent has been swift, its promise seductive in terms of productivity gains, streamlined operations, and algorithmic precision. But beneath the glitter lies a growing disquiet as far as India is concerned.
For a country that has a booming digital economy and yet is fighting a stubbornly high unemployment, AI is not merely another technological shift but a moral and economic reckoning as well. Over the past year, its disruptive power has been very visible: Ola let go of 1,000 employees as automation took centre stage and in Bengaluru’s tech corridors, over 50,000 coders found themselves redundant. By 2029, platforms like ChatGPT will outperform seasoned professionals in tasks once thought impervious to automation. Meanwhile, 12 million young Indians enter the workforce annually, many with degrees but diminishing prospects.
Conscientious HR leaders are at a critical juncture. The enterprise’s growing appetite for AI cannot be sated at the cost of alienating the human spirit that drives the organisation forward. Companies that seek long-term relevance must certainly embrace AI but not at the cost of humans. This requires a dual commitment: to innovation and to people.
Start by reframing the conversation. AI is not a tool to cut jobs; it is a capability enhancer. The best outcomes emerge when machines do what they do best (analyse, optimise, replicate) while humans bring what they alone can offer (judgment, creativity, empathy, and ethics).
Unlike in the developed economies, India cannot afford to pursue automation without accountability. The World Economic Forum predicts that up to 70% of jobs in India are at risk by 2030, with AI potentially displacing 20 million roles. This in a country where underemployment already haunts vast swathes of rural and semi-urban youth.
HR leaders must be cognisant of the responsibility they bear. Decisions taken in corner rooms today will define whether India’s demographic dividend becomes its greatest strength, or its gravest liability. It is fashionable to say reskilling as the panacea but it is no longer the case in the age of AI. The speed of technological change outpaces traditional retraining programmes. HR must therefore invest in redefining rather than mere repetition of jobs. Redesigning jobs to leverage hybrid intelligence where humans work in unison with AI.
Take healthcare. AI diagnostics are game-changing, but doctors who integrate them thoughtfully – not fearfully – will elevate patient care. In the financials, AI may handle forecasting, but ethical decision-making, client relationships, and scenario planning must have human touch.
So, can HR look at humanising hiring? Recruitment in the AI-era must move beyond scanning keywords in CVs. Instead, check for uniquely human traits such as adaptability, critical thinking, EQ, and narrative skills. These traits are probably in short supply and they are economic differentiators. Instead of replacing people with machines, plan to place people alongside machines, in roles that are challenging to automation.
Startups and SMEs must also resist the temptation to automate too quickly. While scalability hassles can be addressed by AI to some extent, a premature shift can destabilise fragile talent ecosystems. Recruiters in such organisations must focus on creating agile roles that evolve with market needs and tech shifts.
Many corporate honchos lament that the universities don’t produce employable graduates. The skill mismatch is a problem that has to be addressed jointly by businesses and academia. India’s education system, still steeped in rote and rigidity, cannot tackle this alone. Corporate-academia partnership can redesign curricula, create hands-on industry modules, and seed entrepreneurial thinking in students. Those who can bell this cat across disciplines will lead the pack.
Ironically, as machines become better at logic and language, it is the so-called “soft skills” that will deliver the difference. HR must invest in programmes that train in storytelling, team-building, negotiation, and cross-cultural sensitivity. The ability to lead in uncertainty and complexity, inspire trust, and communicate well are not the domains of AI – as yet!
At the national level, a proactive policy framework that promotes ethical AI usage is needed. Safeguarding livelihoods is critical in the current situation where more and more people are dependent on government subsidies. Tax benefits for companies that invest in upskilling, incentives for job creation, and public-private partnerships in tech education can also help in humanising tech adaptation.
Companies must move beyond profitability to conscience. Those who pursue AI without a social compass risk reputational and operational backlash. The workforce of today, especially Gen-Z, values purpose over paycheques. Organisations of the future will probably draft an AI-Era Employee Charter, a fair code that outlines how AI integration will be done, what protections employees can expect, and what upskilling pathways are offered. Such charters can help build trust and help build a responsible employer brand for tomorrow.
Clearly, HR has to undergo a massive change in the current times. No longer just custodians of compliance or enablers of hiring, HR professionals must now become harbingers of change. From guiding leadership on responsible AI adoption to nurturing a culture of lifelong learning, HR holds the key to ensuring that technology serves humanity; not replaces it.
The AI-age need not be a dystopia and India can script a unique story. Machines may write code or craft reports, but it is people who build culture, purpose, and trust. HR must rise from gatekeepers of legacy to architects of the future. The true test of leadership is not who builds the smartest systems, but who builds the most human organisations.
Muneer is Fortune-500 advisor, startup investor and Co-Founder of the non-profit Medici Institute for Innovation.
(Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of www.economictimes.com)
For a country that has a booming digital economy and yet is fighting a stubbornly high unemployment, AI is not merely another technological shift but a moral and economic reckoning as well. Over the past year, its disruptive power has been very visible: Ola let go of 1,000 employees as automation took centre stage and in Bengaluru’s tech corridors, over 50,000 coders found themselves redundant. By 2029, platforms like ChatGPT will outperform seasoned professionals in tasks once thought impervious to automation. Meanwhile, 12 million young Indians enter the workforce annually, many with degrees but diminishing prospects.
Conscientious HR leaders are at a critical juncture. The enterprise’s growing appetite for AI cannot be sated at the cost of alienating the human spirit that drives the organisation forward. Companies that seek long-term relevance must certainly embrace AI but not at the cost of humans. This requires a dual commitment: to innovation and to people.
Start by reframing the conversation. AI is not a tool to cut jobs; it is a capability enhancer. The best outcomes emerge when machines do what they do best (analyse, optimise, replicate) while humans bring what they alone can offer (judgment, creativity, empathy, and ethics).
Unlike in the developed economies, India cannot afford to pursue automation without accountability. The World Economic Forum predicts that up to 70% of jobs in India are at risk by 2030, with AI potentially displacing 20 million roles. This in a country where underemployment already haunts vast swathes of rural and semi-urban youth.
HR leaders must be cognisant of the responsibility they bear. Decisions taken in corner rooms today will define whether India’s demographic dividend becomes its greatest strength, or its gravest liability. It is fashionable to say reskilling as the panacea but it is no longer the case in the age of AI. The speed of technological change outpaces traditional retraining programmes. HR must therefore invest in redefining rather than mere repetition of jobs. Redesigning jobs to leverage hybrid intelligence where humans work in unison with AI.
Take healthcare. AI diagnostics are game-changing, but doctors who integrate them thoughtfully – not fearfully – will elevate patient care. In the financials, AI may handle forecasting, but ethical decision-making, client relationships, and scenario planning must have human touch.
So, can HR look at humanising hiring? Recruitment in the AI-era must move beyond scanning keywords in CVs. Instead, check for uniquely human traits such as adaptability, critical thinking, EQ, and narrative skills. These traits are probably in short supply and they are economic differentiators. Instead of replacing people with machines, plan to place people alongside machines, in roles that are challenging to automation.
Startups and SMEs must also resist the temptation to automate too quickly. While scalability hassles can be addressed by AI to some extent, a premature shift can destabilise fragile talent ecosystems. Recruiters in such organisations must focus on creating agile roles that evolve with market needs and tech shifts.
Many corporate honchos lament that the universities don’t produce employable graduates. The skill mismatch is a problem that has to be addressed jointly by businesses and academia. India’s education system, still steeped in rote and rigidity, cannot tackle this alone. Corporate-academia partnership can redesign curricula, create hands-on industry modules, and seed entrepreneurial thinking in students. Those who can bell this cat across disciplines will lead the pack.
Ironically, as machines become better at logic and language, it is the so-called “soft skills” that will deliver the difference. HR must invest in programmes that train in storytelling, team-building, negotiation, and cross-cultural sensitivity. The ability to lead in uncertainty and complexity, inspire trust, and communicate well are not the domains of AI – as yet!
At the national level, a proactive policy framework that promotes ethical AI usage is needed. Safeguarding livelihoods is critical in the current situation where more and more people are dependent on government subsidies. Tax benefits for companies that invest in upskilling, incentives for job creation, and public-private partnerships in tech education can also help in humanising tech adaptation.
Companies must move beyond profitability to conscience. Those who pursue AI without a social compass risk reputational and operational backlash. The workforce of today, especially Gen-Z, values purpose over paycheques. Organisations of the future will probably draft an AI-Era Employee Charter, a fair code that outlines how AI integration will be done, what protections employees can expect, and what upskilling pathways are offered. Such charters can help build trust and help build a responsible employer brand for tomorrow.
Clearly, HR has to undergo a massive change in the current times. No longer just custodians of compliance or enablers of hiring, HR professionals must now become harbingers of change. From guiding leadership on responsible AI adoption to nurturing a culture of lifelong learning, HR holds the key to ensuring that technology serves humanity; not replaces it.
The AI-age need not be a dystopia and India can script a unique story. Machines may write code or craft reports, but it is people who build culture, purpose, and trust. HR must rise from gatekeepers of legacy to architects of the future. The true test of leadership is not who builds the smartest systems, but who builds the most human organisations.
Muneer is Fortune-500 advisor, startup investor and Co-Founder of the non-profit Medici Institute for Innovation.
(Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of www.economictimes.com)
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