Technology, AI and the future of work

There’s more to AI than just generative AI. Figure 1 shows how generative AI relates to AI, automation and technology. Let’s define these terms.

Figure 1

Generative AI (GenAI) 

GenAI is a type of AI that creates content from existing patterns of data such as text, video and audio. ChatGPT, Claude and Gemini are examples of generative AI tools that have been trained on vast amounts of text data to generate human-like responses. For examples of generative AI in HR, see our guide on AI use in the workplace. or join our online CIPD Community conversation on writing generative AI prompts for HR.

Artificial intelligence (AI) 

AI is the automation of cognition, that is automating the collection, processing and interpretation of information. AI is also a wide field of study which includes:

• Machine learning - Teaching computers to learn from data.
• Natural language processing - Teaching computers to interpret and generate human language.
• Computer vision - Teaching computers to interpret images and videos.

AI algorithms, models and systems

An AI algorithm is a step-by-step guide for a computer to follow (like a recipe). An AI model is a representation of something and can be created using a combination of algorithms. 

An emerging type of AI system is a foundation model or general-purpose AI system. Large Language Models (LLMs) are a type of foundation model. ChatGPT, Claude and Gemini are built on LLMs, and are examples of general-purpose AI systems. Not all generative AI tools are general-purpose AI systems - some are designed with a narrow purpose. See Ada Lovelace Institute’s foundation model explainer article to learn more on this.

Automation and hyperautomation 

Automation is the use of technology to do tasks without (or with reduced) human assistance. AI, Robotic Process Automation (RPA) and even washing machines are examples of automation. RPA is used for repetitive tasks that people do on computers, like copying and pasting data between spreadsheets. Hyperautomation (also called intelligent automation) combines multiple technologies to automate business processes. Automating the process of sourcing candidates through social media screening is an example of hyperautomation, as it requires the computer to be able to process text, images, match profiles against requirements, and improve matches over time.

Technology 

Technology is the application of knowledge or processes to achieve practical goals that are reproducible. This includes automation and other tools which aren’t necessarily about reducing human involvement. Examples include communication technologies like the internet and videoconferencing tools. 

Digital transformation 

Digital transformation is the ongoing work of aligning technology, people, culture, structure and tasks so that an organisation can thrive. Kane et al describe this continual realignment as becoming more digitally mature as an organisation.

To learn more technology terms such as data quality tools, digital twin, edge computing, neural network and relational DBMS visit the Gartner IT glossary.

An HR information system (HRIS) is the most common type of HR software used in organisations. Other terms used for an HRIS include:

• core HR software
• employee information system (EIS)
• human capital management (HCM) solution, and
• HR management system (HRMS). 

A good HRIS helps an organisation to collect, store, update and retrieve employee data efficiently, and integrate with other software. An all-in-one HRIS that has all (or most of) the capabilities HR needs is the top consideration when choosing HR software. It avoids the added costs of buying more software as well as the complexity of integrating and maintaining several systems. It’s not surprising that many HR software vendors are expanding the range of HR modules on offer. See our thought leadership articles to learn about experiences of people professionals implementing an HRIS in small and medium-sized enterprises (SMEs) and large organisations.

Other HR software and platforms are commonly used for payroll, learning management systems, applicant tracking systems and employee surveys. Peer recognition and workforce planning software and platforms are less commonly used.

Besides specialist HR software, you should consider where existing business software and free tools can be used to enhance your people practices. For example: 

• Business intelligence software (eg Power BI, Tableau, Looker) can help with reporting and sharing key people insights with business leaders.
• Collaboration platforms (eg Teams, Zoom, Slack) can be useful for engaging with hybrid teams.
• Social networking platforms like Glassdoor and Google Reviews can provide insight into what people think of your organisation, while LinkedIn can be useful for sourcing and connecting with candidates.
• Generative AI tools like ChatGPT, Claude and Gemini can be useful for many things including brainstorming ideas and drafting text. Meanwhile AI-powered research tools like Consensus, Elicit and Semantic Scholar can support with evidence-based HR by helping you discover relevant literature quickly.

The ongoing work of adapting to the change caused by evolving digital technologies means that jobs – including those of people professionals – are changing. Through our digital transformation series, for example, we found:

• Employer branding became the remit of some recruiters after repetitive recruitment tasks, such as scheduling interviews, became automated.
• Social media became a core skill for one people team when they took on building a digital community to connect people across different locations working different shifts.
• Boundaries between specialist recruitment and L&D functions became more seamless following the introduction of an internal talent marketplace.

When considering a technology solution, it’s important to consider both the organisation’s needs as well as the impact on people. For HR technology solutions, this usually means considering the impact on employees and candidates.

AI and other technologies can change how people work in six ways. With each type of impact comes different considerations for your organisation. In the media, discussions normally focus on whether these technologies will replace people’s jobs or augment people’s capabilities. But technology can also create new jobs, intensify the pace of work, transfer tasks to other people, or enable work to be carried out remotely (telepresence) – see Figure 2. According to Professor Stuart Russell, technology can help improve productivity for a particular task and result in impacts such as job creation. But further improvements in productivity can eventually lead to those jobs being eliminated (substitution). 

Each type of impact isn’t inherently good or bad. With work intensification, for example, being able to respond to multiple chats superfast might be thrilling for some people, but it’s problematic if other people can’t cope with the pace. In the latter case, this is about ensuring people have the necessary skills to use the chat function effectively and ensuring that work performance expectations are realistic. 

See stage two of our five-stage framework for how to choose the right technology for your business for key questions you need to ask. Thinking this through early and revisiting the questions as necessary helps to flag potential benefits and risks for people, and helps you refocus efforts. 

Figure 2

Source: How to choose the right technology for your business, originally developed in partnership with Carnegie UK and the Institute for the Future of Work.

AI can help you achieve your equality, diversity and inclusion (EDI) goals because it’s good at identifying patterns and processing large amounts of data quickly. It also enables you to gather, analyse and respond to biases resulting from people management processes efficiently. However, there is need for caution to ensure that AI is not the source of discrimination. 

Your guiding principles for choosing and using technology to support EDI should therefore include the following:

1. Being clear on what problem you’re trying to solve.
2. Ensuring the right people are involved in key aspects of design decision-making and delivery.
3. Considering how technology will impact jobs and the way things are done.
4. Consulting with employees to identify unforeseen risks and gain buy-in.
5. Understanding how technical functions work and what ongoing management is available before buying a technology solution.
6. Ensuring data security and other compliance practices consider people principles.

For more information about these guiding principles, as well as the benefits and risks of using technology in key areas of people practice, see our using technology responsibly guide.

While there’s no standard approach to regulating AI, there’s a global push towards creating AI governance frameworks and coordinating efforts across countries. Many countries support the OECD AI principles and UNESCO ethical AI policy. In the UK there’s a patchwork of legislation and case law that governs the use of AI and other technologies in the workplace. This includes health and safety, data protection and equality laws. 

Meanwhile the EU AI Act, which came into force on 2 August 2024, is a more comprehensive and risk-based approach to regulating AI. Recruitment and employment activities are classed as high risk under the Act but may be downgraded to limited risk if it meets certain criteria - see the EU AI Act compliance checker questionnaire. To learn more about your legal obligations and responsibilities, see stage four of our guide on how to choose the right technology for your business. 

Digital transformation in organisations need not always be driven by IT or departments that invested in them. There are opportunities for HR to be involved where the transformation is expected to significantly impact people. For example, in linking automation plans with workforce planning and reviews of the organisation’s structure and culture. While large digital transformations tend to be led by other departments (eg a programme management office), there are inspiring examples of HR professionals who’ve expanded their roles and added value in the process. To become a tech savvy people professional, you need to use technology and people data in ways that improve people’s working lives.

The CIPD Good Work Index 2025 found that using AI to complete repetitive tasks was generally welcomed by survey respondents, who felt it enhanced their performance. They also reported better job satisfaction and mental health. When looking for opportunities to leverage AI, focus on automating repetitive tasks, freeing up employees' time to do higher value or more enjoyable tasks.

CIPD resources

AI in the workplace topic page

Technology topic page

External resources

Capterra – software directory and reviews

Institute for the Future of Work

The Oxford Martin Programme on Technology and Employment 

Books and reports

Bornet, P. (2024) Irreplaceable: The art of standing out in the age of artificial intelligence. Hoboken, New Jersey: Wiley.

Bornet, P., Barkin, I., and Wirtz, J. (2021). Intelligent automation: welcome to the world of hyperautomation - learn how to harness artificial intelligence to boost business & make our world more human. Singapore: World Scientific Publishing.

Bornet, P., Wirtz, J. and Davenport, T.H. (2025) Agentic artificial intelligence: Harnessing AI agents to reinvent business, work and life. Irreplaceable Publishing.

Edmonds, D. (ed.) (2024) AI morality. Oxford University Press.

Eubanks, B. (2022) Artificial intelligence for HR: Use AI to support and develop a successful workforce. London: Kogan Page. 

Kane, G. C., Nanda, R., Phillips, A. N., and Copulsky, J.R. (2023). The transformation myth: Leading your organization through uncertain times. Cambridge, MA: The MIT Press.

Visit the CIPD and Kogan Page Bookshop to see all our priced publications currently in print.

Journal articles

See our Bitesize research on AI and technology.

Aragona, G. (2025) Workplace health in the AI era. People Management (online). 2 April.

Dyke, H. (2025) AI in HR: how to avoid the legal pitfalls. People Management (online). 24 June.

Flint, J. (2025) How HR can navigate the EU AI Act. People Management (online). 4 February.

Liddle, D. (2025) HR can harness AI while remaining ethical – here's how. People Management (online). 24 March.

CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR.

Members and People Management subscribers can see articles on the People Management website.