Will HR Be Replaced by AI?

September 4, 2024

The rapid advancement of artificial intelligence (AI) is transforming sectors around the globe, and human resources (HR) is no exception. From recruitment to performance management, AI is increasingly being integrated into HR functions, raising questions about the future role of HR professionals. Will AI replace HR entirely? Or will it augment the capabilities of human HR professionals, enabling them to focus on more strategic tasks?

In this blog, we'll explore this question in more detail as we will at the potential impact of AI in HR, its pros and cons, and why, in our opinion, human interaction remains irreplaceable in many aspects of HR.

AI in HR

Over the past while, we’re seeing more of how AI has begun to influence a wide range of HR functions, from recruiting and onboarding to employee engagement and retention.

Let’s investigate some of the areas where AI can provide timesaving assistance:

Recruitment: One of the most visible applications of AI in HR is in the area of recruitment. AI-powered tools can now automate the entire recruitment process, from sourcing candidates to screening resumes. These tools can analyse large datasets quickly, identifying candidates whose resumes match the job description based on specific keywords, past experiences, and even inferred competencies. This drastically reduces the time it takes to sift through hundreds of applications. Taking it one step further, some AI tools can even conduct preliminary video interviews, and analyse facial expressions, tone of voice, and word choice to assess a candidate's suitability for a role.

Employee Engagement and Retention: Beyond recruitment, AI is also making waves in employee engagement and retention. Predictive analytics tools can scrutinise employee data to identify patterns that might indicate dissatisfaction or a likelihood to leave. By proactively addressing issues, companies can improve retention rates and ensure a more satisfied workforce. AI can also be used to personalise employee experiences. For example, AI-driven platforms can recommend professional development opportunities based on an employee’s role, skills, and career aspirations.

Performance Management: Performance management is another area where AI is making a significant impact. Traditional performance reviews often suffer from biases, inconsistencies, and a lack of real-time feedback. AI can help address these issues by providing continuous performance data and insights. For instance, AI-driven tools can monitor employee productivity, track key performance indicators (KPIs), and provide real-time feedback, allowing managers and employees to make data-driven, timely decisions.

As we can see, integrating AI into HR processes clearly brings benefits, especially in efficiency, objectivity, and scalability. However, when compared to human involvement, what are the pros and cons that emerge?

First, let’s look at the Pros:

1. Efficiency and Timesaving: As we have seen from some of the examples above, AI’s ability to automate routine tasks goes a long way to saving both time and resources, freeing up HR professionals to focus on more strategic tasks. Similarly, AI can automate routine administrative tasks, such as payroll processing and benefits administration, reducing the administrative burden on HR teams.

2. Enhanced Decision-Making: AI can enhance decision-making by providing data-driven insights. For instance, predictive analytics can help HR professionals identify trends and patterns in employee behaviour, enabling them to make more informed decisions about hiring, promotion, and retention. AI can also help eliminate biases in recruitment and performance management by analysing data objectively and consistently.

3. Scalability: AI-driven HR tools can easily scale to accommodate a growing workforce. As a company expands, the volume of HR tasks typically increases, putting pressure on HR teams. AI can handle large volumes of data and tasks without requiring additional resources, making it easier for companies to scale their HR operations efficiently.

4. Personalisation: AI enables a level of personalisation that would be challenging to achieve manually. As an illustration, AI can tailor learning and development programs to individual employees based on their career goals, current skills, and learning preferences.

5. Cost Savings: By automating routine tasks and improving efficiency, AI can help reduce HR-related costs. For instance, AI can reduce the cost of recruitment by automating the screening and interviewing process. Additionally, AI can help reduce turnover costs by identifying and addressing issues that lead to employee dissatisfaction and attrition.

Despite the numerous benefits of AI in HR however, there are several challenges and potential downsides to consider. These include:

1. Lack of Human Touch: One of the most significant drawbacks of AI in HR is the potential loss of human touch. HR is fundamentally a people-oriented function, and many HR tasks require empathy, emotional intelligence, and human judgment. For example, AI may struggle to understand the nuances of human behaviour, such as the difference between a candidate who is nervous during an interview or one who lacks confidence. Similarly, AI may not be able to provide the same level of empathy and support as a human HR professional when dealing with sensitive issues, such as workplace conflicts or mental health concerns.

2. Potential for Bias: While AI has the potential to reduce biases in HR processes, it can also introduce new biases if not implemented correctly. AI systems learn from historical data, and if that data contains biases, the AI system may perpetuate those biases. So, if an AI recruitment tool is trained on data from a company that has historically favoured certain demographics, it may inadvertently continue to promote candidates from those same demographics. Ensuring that AI systems are fair and unbiased requires careful design, testing, and ongoing monitoring.

3. Data Privacy Concerns: The use of AI in HR often involves the collection and analysis of large amounts of employee data, raising concerns about data privacy. Employees may feel uncomfortable with the idea of their behaviour being constantly monitored and analysed by AI systems. Additionally, there are legal and ethical considerations around how employee data is collected, stored, and used. Companies need to ensure that they are compliant with GDPR data protection regulations and that they are transparent with employees about how their data is being used.

4. Over-Reliance on Technology: There is a risk that companies may become overly reliant on AI technology, neglecting the importance of human judgment and intuition. While AI can provide data-driven insights, it cannot replace the experience and intuition of seasoned HR professionals. Over-reliance on AI could lead to a lack of critical thinking and creativity in HR decision-making. Additionally, if AI systems fail or produce inaccurate results, companies may struggle to respond effectively if they have not maintained strong human HR capabilities.

5. Job Displacement: The rise of AI in HR raises concerns about job displacement. As AI automates more HR tasks, there is a risk that certain HR roles may become redundant. For instance, roles that involve routine administrative tasks, such as payroll processing, may be at risk of automation. However, while some roles may be displaced, new roles are likely to emerge that require a combination of HR and AI skills. Companies will need to invest in reskilling and upskilling their HR teams to ensure they can thrive in an AI-driven HR landscape.

While certainly AI offers numerous benefits, there are certain aspects of HR that require a human touch. Indeed, human interaction is crucial in many HR processes, particularly those that involve complex decision-making, empathy, and relationship-building. For instance, while AI can streamline the recruitment process by screening resumes and conducting initial interviews, the final decision should involve human judgment. Hiring the right candidate requires a deep understanding of the company’s culture, values, and team dynamics, as well as the ability to assess a candidate’s soft skills, such as communication and teamwork. These are areas where AI is still limited, and human recruiters are essential in making the final hiring decision.

Similarly, employee relations is another area where human interaction is crucial. Dealing with workplace conflicts, employee grievances, and mental health issues requires empathy, emotional intelligence, and strong interpersonal skills. While AI can provide data-driven insights, it cannot replace the empathy and understanding that human HR professionals bring to these situations. Building trust and maintaining positive employee relations requires face-to-face interactions and open communication, which are essential components of a healthy workplace culture.

Finally, leadership and strategic decision-making are areas where human input is irreplaceable. AI can provide valuable data and insights to inform decision-making, but it cannot replace the vision, creativity, and ethical considerations that human leaders bring to the table. Effective HR leadership requires a deep understanding of an organisation’s goals, values, and people, as well as the ability to navigate complex challenges and make decisions that balance the needs of the business with the well-being of employees.

The future of HR is not about AI replacing humans, but about humans leveraging AI to become more productive, data-driven, and strategic. The human element will always remain essential in areas that require judgment, empathy, and relationship-building.

To fully harness the potential of AI in HR, companies need to adopt a strategic approach to its implementation. This approach includes several key components:

· Training and upskilling of HR Professionals

· Ensuring ethical use of AI

· Balancing AI and human judgment

· Fostering a human-centred HR culture

· Continuously evaluating the impact of AI

Companies should also be open to evolving their approach to AI as new technologies emerge and the business landscape changes. Staying agile and adaptable will be critical to ensuring that AI continues to add value to HR processes over the long-term.

Conclusion

So, the question of whether AI will replace HR is, in many ways, the wrong question to ask. The real focus should be on how AI can complement and enhance the work of HR professionals, allowing them to be more effective, strategic, and responsive to the needs of their organisations and employees.

AI certainly has the potential to transform HR by automating routine tasks, provide data-driven insights, and enable more personalised and scalable HR solutions. However, the human element in HR - characterised by empathy, judgment, creativity, and relationship-building - remains irreplaceable.

As we look to the future, the most successful HR teams will be those that leverage AI to enhance their capabilities while staying true to the core values of human-centric HR management. By embracing a collaborative approach that combines the best of AI and human expertise, companies can create a more efficient, effective, and compassionate HR function that is well-equipped to meet the challenges of the modern workplace.

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WRC Revises Code of Practice on Access to Part-Time Work: Key Updates for Employers.

By Tara Daly • February 4, 2026

The Workplace Relations Commission (WRC) has updated its Code of Practice on Access to Part-Time Work, providing clearer guidance on best practices for employers and employees in today’s flexible working environment. While the revised Code is similar to the previous version, it adopts a more positive tone towards part-time work, presenting it as a modern and flexible way of working rather than an exception . In particular, the Code places greater emphasis on work–life balance considerations, including from the perspective of parents and carers. Although the Code does not create a legal right to part-time work, it sets clear expectations for employers in terms of how requests should be handled and reinforces the importance of fair and consistent treatment of employees. Key Updates and Takeaways Part-Time Work as a Positive Option The updated code recognises part-time work as a valuable way to enhance labour market participation and provide flexibility. Employers are encouraged to view part-time arrangements as a strategic and beneficial option, rather than a limitation. Equal Treatment A central principle of the code is that part-time employees must not be treated less favourably than full-time employees. This means that pay, benefits, access to training, and career progression should be proportionate and fair, ensuring that part-time staff are not at a disadvantage. Structured Procedures for Requests A key development in the revised Code is the increased emphasis on employers adopting a clear, step-by-step framework when dealing with requests to move between full-time and part-time work. Employers are encouraged to: Review and update policies to reflect the code’s guidance. Respond to requests following a clear, structured procedure. Provide meaningful reasons if a request cannot be accommodated. Rather than informal consultation alone, requests should now be considered through a structured and documented process. Flexible Roles and Recruitment The revised Code encourages employers to consider whether part-time working can be accommodated at the point of job design and recruitment. This may include job-sharing arrangements, flexible schedules, or adjusting workloads to maintain role effectiveness. Responsibilities of Employers and Employees Under the revised code, employers are expected to establish clear policies, actively monitor roles for flexibility, provide part-time employees with equal access to training, and ensure that no employee is penalised for requesting part-time work. It is equally important to communicate with all staff about part-time opportunities, including how to request them and the criteria used to assess requests. Clear communication helps maintain transparency and ensures a fair, consistent approach to flexible working across the organisation. Employees, in turn, are responsible for complying with agreed arrangements, understanding that not all roles may be suitable for part-time work, and performing their duties as required. Both employers and employees play an important role in making part-time arrangements fair, transparent, and effective. Legal Relevance Although the code is not legally binding, it is admissible in evidence. Adjudicators may rely on it when assessing whether an employer’s approach to part-time work requests is reasonable, fair and aligned with best practice. What Does This Mean for Your Business? The revised Code encourages employers to take a more structured and considered approach to part-time working, while also protecting the operational needs of the business. For SMEs in particular, clear procedures and consistent decision-making are essential to managing requests effectively and avoiding unintended legal or operational risks. Having a documented process helps employers demonstrate fair consideration of requests, apply objective business grounds where flexibility is not feasible, and maintain continuity of service. Done properly, part-time arrangements can support retention and engagement without undermining productivity or resourcing. Part-time work should not be viewed as an automatic entitlement or an informal arrangement. Employers are encouraged to review their policies, communicate expectations clearly, and ensure that any flexibility granted is sustainable, consistent, and defensible if challenged. If you need any assistance reviewing your company policies in line with this revised Code of Practice, please do not hesitate to contact MSS The HR People. PH: 018870690 Email: info@mssthehrpeople.ie

WRC Awards €8,000 for Unfair Dismissal Following Employee Pregnancy Miscarriage

By Tara Daly • February 4, 2026

A recent Workplace Relations Commission (WRC) decision highlights the significant risks employers face when they fail to follow fair procedures in managing employee illness and highly sensitive personal circumstances. In this case, a sushi chef who was dismissed shortly after suffering a miscarriage was awarded €8,000 in compensation for unfair dismissal. The decision serves as an important reminder to employers that regardless of previous concerns around attendance or conduct, employers must act reasonably, compassionately and in accordance with fair procedures. Background of the Case The complainant was employed as a sushi chef with Beacon Sushi Limited. In early 2024, she informed her employer that she was unwell and subsequently confirmed that she had suffered a miscarriage. She later provided a medical certificate covering her absence from work. Approximately five days after the miscarriage, the employee received a WhatsApp message notifying her that her employment was being terminated and that she was expected to work her notice period, even though she was medically unfit to do so at the time. The employer claimed that the dismissal was due to concerns regarding timekeeping and the employees alleged failure to follow the company’s absence reporting procedures. WRC Findings The WRC adjudication officer found that the dismissal was unfair and was critical of the manner in which the employer handled the situation. The WRC noted that the dismissal letter did not set out any clear reasons for termination and that no meeting was held with the employee prior to the decision being made. In addition to this, the employee was never given an opportunity to respond to the concerns raised, nor was she afforded a right of appeal. The adjudicator also considered that the employer was aware of the employee’s medical circumstances when the dismissal decision was made. The WRC found that dismissing an employee in such circumstances, while she was on certified sick leave and without any fair or transparent process, fell well short of the standards required under Irish employment law. As a result, the employee was awarded €8,000 in compensation for unfair dismissal. Key Lessons for Employers This case serves as a reminder that fair procedures are essential in all dismissal situations, regardless of the surrounding circumstances. Even where an employer believes there are legitimate concerns relating to attendance or conduct, employees must be informed of those concerns, given a meaningful opportunity to respond, and provided with access to an appeal process. The decision also highlights the need for particular care where an employee is medically vulnerable or experiencing significant personal trauma. Employers are expected to exercise sensitivity and sound judgement when managing illness-related absences, particularly when the employer is already aware of the employee’s medical condition. Dismissals that take place during periods of certified sick leave carry an increased level of risk and will be closely scrutinised by the WRC. This risk is further heightened where dismissals are communicated informally, such as by text message or WhatsApp. Informal communication around dismissals has been repeatedly criticised by the WRC. Finally, the case demonstrates that management policies should be applied thoughtfully and must consider the individual circumstances at hand, rather than being rigid. While policies provide an important framework, they should not be used as a substitute for fair judgement or proper procedures. Conclusion This WRC decision is a timely reminder of the legal and reputational risks that can arise when employers fail to follow fair procedures, particularly in cases involving illness or sensitive personal circumstances. Employers should regularly review their practices around sick leave management, disciplinary procedures and dismissals, to ensure compliance with employment legislation and alignment with best practice. If you require advice on managing sick leave, dismissals or disciplinary processes, please do not hesitate to contact MSS The HR People: Ph 018870690, Email: info@mssthehrpeople.ie