Organizations and the people leading them are all grappling with how to maximize the value of artificial intelligence while managing employee expectations. The May EN:Insights Forum dove into this challenge by looking at SHRM research on how HR is adopting and prioritizing HR technology. This research is exclusively available on the EN:Insights video recording.
Adding to the discussion was Don Weinstein, a strategic advisor, investor, and former Fortune 500 executive with deep expertise in technology, strategy, and innovation. Weinstein emphasized that organizations can maximize the value of AI by focusing on employee experience, positioning HR as a strategic enabler of business transformation, and reimagining work processes rather than simply automating existing ones.
"Focus on leveraging AI at the employee interface first and that will enable you to adopt additional tools underneath," Weinstein said.
Here are a few highlights from the conversation.
Many executives are balancing pressure to modernize quickly while also managing costs and change fatigue. How are the leading organizations deciding what belongs on the HR technology roadmap now versus what should wait?
As workplace change continues to accelerate, organizations should frame AI adoption around improving the employee experience, Weinstein explained. He noted that AI’s ability to deliver personalized support and faster access to information can reduce friction for employees while generating measurable business value.
“How do we position this in a way that is seen as a net positive for the workforce as opposed to a net negative?” he said. “Focusing on [employee] experience is probably the easiest and best way.”
Let’s talk about ROI for a second. How are executives evaluating the business value of HR technology investments today?
HR technology investments should be evaluated based on how they support broader business and AI strategies, not as standalone technology purchases, Weinstein explained. He emphasized that HR plays a critical role in driving workforce adoption and change management, helping organizations realize the value of their AI investments and avoid resistance that can undermine returns.
“I think we can show HR as the critical enabler that's going to let all those wonderful business cases ... actually come to life,” he said. “It's a different way than just trying to fight for more investment against what I see as the juggernaut of AI spend that's rippling through the organizations right now.”
If you were advising a CHRO or a CEO building a three-year HR technology strategy today, what’s one principle or mindset you would encourage them to prioritize above everything else?
Weinstein cautioned organizations against simply layering AI onto existing workflows, noting that this often fails to deliver meaningful value. Instead, he encouraged leaders to use AI adoption as an opportunity to fundamentally redesign how work gets done, rather than automating outdated processes.
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