The integration of artificial intelligence (AI) in the workplace is transforming how employees approach their tasks, particularly in sectors such as technology, finance, and engineering. Recent findings from Salesforce indicate that an impressive 78% of organisations in the UK are now utilising agentic AI. Additionally, research from Robert Walters reveals that 33% of Gen-Z professionals prefer to use AI tools for assistance with their work before consulting their colleagues or managers. However, despite its uptake, a 2025 global study by KPMG found that the majority (73%) of individuals in the UK have not received any formal education on how to use AI effectively.
For HR leaders, the challenge extends beyond implementing AI tools at work; it also involves navigating how employees can harness these technologies in an approach that is both efficient and ethical. In this blog, we will dive into some of the key trends that are reshaping the HR landscape and redefining the way organisations in the UK approach talent management.
AI uses in human resources
HR teams increasingly use generative AI in areas such as:
• Recruitment
• Compensation
• L&D (Learning and development)
• Performance evaluations.
As previously noted, HR leaders need to ensure that AI promotes fair and equitable practices within their teams. However, recent research indicates a substantial disconnect between HR leaders and employees regarding adequate education. While 97% of HR leaders report that their organisations offer AI training, only 39% of employees have actually received it. According to Corndel’s 2025 Workplace Training Report, which surveyed 250 HR leaders and 1,000 UK employees, just 14% of employees considered their AI training to be highly effective. Moreover, although 74% of younger staff members regularly use AI tools, only 52% have received any formal instruction on how to use the technology effectively.
In a focus group of ten HR managers, prompt engineering was explicitly identified as a crucial step in HR workflows and a significant area for AI training. The way prompts are constructed can greatly influence the balance and impartiality of outcomes. In HR-related tasks, such as drafting job descriptions, creating training plans and responding to employee enquiries, the construction of AI prompts plays a vital role in the accuracy of the results. Effective prompts can promote balanced and unbiased language, whereas poorly designed prompts may unintentionally reinforce stereotypes, which could be detrimental in employment law.
Talent acquisition and the rise of AI in CVs
Research from international insurance group, Hiscox, indicates that more than half of job applicants (53%) have used AI-powered tools to help write their CVs in the past year. Concerningly, the study also revealed that 37% of applicants do not edit or correct inaccuracies generated by AI. This statistic, which includes exaggerated skills or experiences, likely contributes to the fact that the majority of hiring managers express a dislike for AI-generated applications. A study by CVGenius found that 74% of participants said it’s possible to tell when AI has been used and 57% are significantly less likely to hire an applicant who has relied on AI. In some cases, they may even dismiss the application altogether if they recognise it as AI-generated.
Signs of the use of AI in CVs may include:
- Inconsistent formatting or tone, such as different fonts or language styles
- Repetition of information, including overused or overly positive phrases
- Lack of detail, which fails to showcase the candidate’s unique voice or mentions skills and responsibilities without context or examples.
In talent acquisition, the emphasis should shift from solely evaluating the qualifications listed to also considering the critical human qualities that AI cannot fully capture. Distinct’s Divisional Director for HR Recruitment, Amy Frost, explains, “We live in a world where being your authentic self matters, and businesses, along with hiring managers, want to invest in people. Although candidates may use tools like ChatGPT to enhance their personal brand, this could unintentionally have the opposite effect.”
“Talent acquisition is a fundamental aspect of human resources and recruiters are increasingly recognising the impact of AI on CVs. As a result, we need to actively coach candidates to submit more genuine applications to stand out in the market.”
AI’s impact on employee engagement
A 2025 global survey conducted by Gallup revealed that only 10% of UK workers reported feeling engaged in their work. However, for companies that have integrated AI into their operations, there are compelling reports of improvements in employee productivity, feedback and retention. According to Microsoft’s 2024 Work Trend Index annual report, 90% of AI users say that it saves them time, while 83% believe it has made their work more enjoyable.
According to Indeed, there are multiple AI uses that positively impact staff retention, such as personalising employee training, scheduling processes and improving communication. Particularly, the use of predictive analytical platforms for employee feedback can provide leaders with indicators of disengagement or burnout. This early detection of negative language or employee dissatisfaction can help create a positive feedback loop.
Although AI-powered platforms can provide deeper insights, they shouldn’t replace meaningful conversations with employees. On an expert panel for Forbes, Dr Nara Ringrose comments, “Even if AI has been used in the workplace, the concern is that leaders are having difficulty deciphering HR data for decision-making. Despite the availability of various workforce reports, executives struggle to transform data into practical information. This issue restricts their capacity to manage their workforce.” Organisations that excel in employee engagement will perhaps be those that combine data with communication. William Stonehouse adds, “Leveraging data and AI demands careful oversight to maintain transparency and human judgment, ensuring technology supports, rather than replaces, meaningful HR decisions.”
Ethical considerations when using AI in HR
In addition to its benefits, there are ethical considerations that HR leaders are already aware of when using AI technology. Key issues include data privacy and algorithmic bias, which 41% of HR professionals identified as a top concern. At the 2025 Global AI Summit, attended by professionals from both HR and technology sectors, ethics and trust in the workplace were recurring topics. The panel agreed that leaders must ensure fairness and transparency at every stage of AI deployment.
The CIPD has developed a comprehensive guide to help HR leaders create policies for the use of AI in the workplace. This serves as a practical tool for employees, outlining when it’s appropriate to use AI and providing best practices for implementation, including how its technology can support HR functions.
In a people-centred discipline like HR, the unique value and authenticity that humans bring to the table should not be replaced by AI. However, technology can significantly enhance these qualities and save valuable time through accurate prompts and efficient communication in both talent acquisition and employee engagement practices. To ensure that AI use in HR is effective, ongoing training is clearly essential. Embracing technology while prioritising human connection will empower HR leaders to excel in their roles and employ a more engaged and productive workforce.
Whether you have an opening in your HR team or are seeking a new senior role, please reach out to our HR recruitment team to connect and discuss your needs.
