HR leaders should navigate the rise of AI and automated creativity by cultivating deep expertise and mastering critical thinking skills to future-proof their organisations
HR leaders are on the brink of a transformation whether they are ready for it or not. As artificial intelligence (AI) continues to expand its reach it will not merely supplement your workforce but will redefine it. As a result the business of managing people is set to change in ways that demand a radical rethink of strategy, priorities and skill development.
Automated creativity: The new frontier for business
We are entering an era where creativity – the one skill traditionally seen as a distinctly human domain – is now augmented by automation. Tools that generate designs, create text and even make strategic recommendations are becoming commonplace. HR teams are no strangers to AI; many already rely on it to sift through CVs, respond to routine queries or conduct initial screening interviews. But the real impact of AI goes far beyond these tasks.
Digital anthropologist and New York Times best-selling author Rahaf Harfoush highlighted this shift at the Gartner ReimagineHR conference in London: “We’re entering into the age of automated and augmented creativity. Think about the types of tasks that these technologies are now tackling: research design, video, audio – all of these things were tasks that used to be under the umbrella of our job descriptions as knowledge workers. And now they're slowly being automated out.”
She adds: “Just like the industrial revolution enabled us to create physical goods at scale so the augmented creativity revolution is going to enable us to create knowledge products at scale.”
For HR this raises critical questions about the future of work and talent management. AI will be able to handle more creative and intellectual tasks and HR professionals must take the lead in helping their organisations adapt to this new landscape.
As Harfoush warns, the role of HR will need to evolve to meet this challenge: “The CHRO of the future is going to be somebody who can bridge culture, technology, strategy and people, all within the context of business performance.” In this new reality you must rethink how to prepare people for roles where they are not just users of technology but strategic thinkers who can work with AI to solve complex problems.
Deep expertise will flourish, weak knowledge systems will collapse
AI’s ability to enhance knowledge work is profound but it comes with a warning. Harfoush explains that AI will “supercharge deep expertise but it’s going to collapse weak knowledge systems.” In simple terms those who possess genuine depth of expertise will benefit from AI-driven enhancements, while those with superficial knowledge will struggle to stay relevant.
For HR leaders this raises critical questions about how organisations approach talent development. Are you investing in your people’s ability to develop deep, critical thinking skills? Or are you relying on quick, surface-level training that prepares them only to operate the technology without fully understanding it?
As Harfoush observes: “AI is going to improve efficiency, productivity, creativity, you name it. But if you aren’t developing your employees’ knowledge bases it will slowly snowball into a very big problem.” The gap between those who can leverage AI to enhance their expertise and those who merely depend on it will widen, creating a divided workforce.
To thrive in this new landscape HR must lead the charge in creating a culture where ‘mastery of thinking’ skills – such as problem-solving, critical analysis and decision-making – are prioritised over routine knowledge work. This requires a fundamental shift in how organisations view talent and expertise.
Cultivating a culture of ‘mastery of thinking’ skills
For years many organisations have prioritised efficiency, streamlining tasks to maximise productivity. But in a world where AI handles much of the routine work this approach will no longer suffice. The focus must now shift from task-oriented training to developing employees' thinking and analytical skills.
As Harfoush points out: “Mastery of thinking includes skills like problem-solving, critical analysis, divergent thinking, solution generating, researching, learning – skills that need to be practised. We have to be careful that when we bring in new technologies we're not reducing our employees’ and our teammates’ abilities to keep practising these skills.”
HR leaders need to ask whether they are equipping our people with the skills that will matter most in an AI-enhanced workplace. This means encouraging employees to delve deeply into their areas of expertise, giving them the time and space to explore complex problems, experiment with new ideas and hone their ability to critically evaluate information.
A culture of ‘mastery of thinking’ skills doesn’t happen by accident. It must be intentionally built. HR leaders must embed this value into their training programmes, performance reviews and day-to-day interactions. Encourage employees to question assumptions, engage in continuous learning and take ownership of their professional development.
Reshaping organisational culture for the future
The question is: will you build a culture that merely adapts to AI or will you create one that thrives in an AI-driven world?
A thriving culture in this new age will be one that embraces complexity and encourages employees to move beyond simply learning how to use tools. It will reward depth of knowledge, continuous learning and the ability to collaborate with technology in meaningful ways. It will prioritise deep work over multitasking, focusing on the quality of thinking and problem-solving over speed and responsiveness.
To achieve this HR leaders need to re-evaluate the tools and technologies they introduce into the workplace. Instead of adopting AI-driven tools solely for their efficiency gains, consider how they align with your organisation’s broader goals. Does this tool encourage deep, focused work or merely reward rapid responses? Does it help employees build expertise or does it risk reducing them to passive users of technology?
As Harfoush wisely notes: “Every piece of technology that you use embedded inside of it issomeone’s idea of what they think the world should look like or what they think the future should be. And when you use that technology you are co-signing their vision of the future.” HR leaders must be vigilant about the kinds of technologies they adopt and how these tools align with the organisation’s values and culture.
Shifting from short-term gains to long-term resilience
It’s easy to get caught up in the promise of AI, focusing on short-term productivity gains. But HR leaders must think beyond this, considering how AI will impact the long-term resilience of their organisation. Building a workforce that can thrive alongside means equipping employees with the thinking skills they’ll need to navigate a constantly evolving technological landscape.
In the long run organisations that prioritise ‘mastery of thinking’ skills will be better positioned to adapt to future disruptions, whether they come from new technologies, market changes or shifts in consumer behaviour. HR’s role in this process is crucial. By shaping a culture that values deep expertise and critical thinking HR professionals can ensure their organisation not only survives but thrives in the face of AI-driven change.
Rahaf Harfoush's 5 key insights for HR leaders
Rahaf Harfoush outlines five key insights that every HR executive should focus on to navigate this rapidly changing landscape:
- Cultivating focus
In a world full of constant distractions HR must prioritise deep work. As Harfoush explains: “The best technology and the best team are not going to get the best work done if they’re constantly being interrupted and distracted.” HR should examine whether their tools reward urgency or allow space for uninterrupted thinking.
- Building deep expertise
HR must focus on developing deep, specialised knowledge in employees. AI will amplify the capabilities of those with deep expertise, while superficial knowledge will be exposed. Investing in building deep knowledge systems is critical for future success.
- Understanding embedded beliefs in technology
Every technology comes with embedded biases and assumptions. HR leaders need to ask whether the technologies they’re bringing into the organisation are aligned with their beliefs and the culture they want to foster? This ensures that tech decisions reinforce the right organisational values.
- Expanding perspectives with technology
HR leaders should actively engage with platforms like TikTok and Reddit to understand evolving workplace trends. These digital spaces reveal critical shifts in societal values, providing HR with valuable insight into the concerns of the workforce.
- Embracing complexity and duality
The future is not a matter of either/or; technology will both help and harm organisations. HR must accept this duality and lead with both optimism and caution. Harfoush’s advice: “I want you to give yourself permission to be very excited and cautious at the same time.”