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AI may transform HR, but human judgment remains irreplaceable
As artificial intelligence reshapes how organisations hire, develop and engage talent, HR leaders are being called to balance efficiency with empathy. In this interview, Urvi Aradhya, Group CHRO, K Raheja Corp, discusses why AI can strengthen HR decision-making, but only when trust, transparency and human judgment remain at the centre.
How is AI transforming the HR function today?
AI is moving HR from being reactive to anticipatory. For years, HR has relied on lagging indicators such as attrition data and exit interviews, telling us what has already happened. AI changes that by helping teams identify emerging patterns across hiring performance and employee sentiment.
In real estate, this plays out differently across a workforce spread between corporate offices, sales teams and construction sites, where AI applications can look very different across each context. That said, it is important to distinguish between a transformation of HR and a transformation of the tools it uses. The function’s core purpose, building trust, exercising judgment and shaping culture, remains deeply human, and that is precisely where AI has not changed the equation.
What are the biggest opportunities AI brings to HR teams?
The biggest opportunity is time. AI absorbs repetitive, high-volume work such as resume screening, scheduling and first-level data analysis, allowing HR teams to focus more on coaching managers, resolving conflict and partnering with business leaders on workforce planning, rather than administrative firefighting.
There’s also real opportunity in personalisation at scale, tailoring learning paths and career conversations to the individual rather than a generic cohort. But this requires HR teams to build the capability to interpret AI-generated output, challenge its assumptions and recognise when it doesn’t reflect ground reality. Done well, AI can help HR become a more responsive partner to the workforce, rather than simply a policy function.
Which HR processes benefit the most from AI adoption?
Talent acquisition and learning & development see the most immediate gains. In hiring, AI can help recruiters manage large volumes of applications, identify relevant skills and reduce the time spent on manual screening. In L&D, it enables more personalised learning journeys built around an individual’s specific development needs rather than a one-size-fits-all approach.
Workforce planning and attrition analysis are also areas where AI can add value by helping organisations identify emerging patterns and trends that may require attention. That said, every process still requires human judgment, particularly when context matters in ways no model can fully capture.
How can AI help reduce hiring time while ensuring quality talent selection?
The greatest advantage of AI in recruitment is not simply speed; it is the ability to remove friction from the process. AI can sift through large applicant pools, identify relevant skill matches and coordinate routine scheduling; this allows hiring teams to spend more time where it matters most: understanding the person behind the profile.
Speed, however, should never become the objective on its own. Quality selection requires context, from understanding cultural fit and adaptability to recognising potential that may not be evident from a résumé. With technology changing how the real estate sector operates, AI can make recruitment more efficient, but the responsibility for deciding who is right for the organisation must remain with people.
How should organisations address employee concerns around privacy and AI monitoring?
Transparency is non-negotiable. Employees are far more likely to embrace AI when they understand what data is being collected, why it is being used and how it helps improve their experience at work. The conversation should not begin with technology, but with trust. Organisations need to be open about where AI is being used, what role it plays in decision-making and where human judgment remains essential.
Privacy concerns are best addressed through clarity, consistency and accountability. Employees should have confidence that their data is being handled responsibly and that AI is being used to support better decisions, not to create a culture of surveillance. While AI can help identify patterns and generate insights, decisions that impact careers, performance and growth must remain the responsibility of people. Ultimately, successful AI adoption depends not just on the technology itself, but on employees feeling informed, respected and confident that it is being used in a fair and ethical manner.
Source: ET Edge Insights