New eight-step framework offers employers practical guidance for defining work before selecting technology, involving employees in automation decisions, and protecting career growth as roles evolve
WASHINGTON — Despite concerns that artificial intelligence will eliminate jobs, its more immediate effect is likely to change work inside existing roles, according to a new report from HRCI![®️]( ":registered:")
that calls on HR to lead a deliberate redesign of jobs and teams.
HRCI’s Redesigning Work: How AI Is Changing Jobs and How HR Can Lead challenges the assumption that AI’s primary workforce impact will be widespread job loss. Seventy-one percent of HR professionals expect AI to change their jobs, but the same percentage are not concerned it will replace them. Eighty-two percent said they did not see jobs lost to AI in their industry in 2025, and 77% did not expect losses in 2026.
However, employers may not be prepared to manage that transformation. Although 71% of HR professionals use AI regularly and 29% use it every day, 53% say their organizations offer no AI training. More than half identify implementing new HR technologies as an area of least preparedness.
“Redesigning jobs for an AI reality is a skill every HR team will have to learn in the coming years,” said Dr. Amy Dufrane, CEO of HRCI, the career partner for the HR profession. “This is not something that should be left to chance. It deserves thoughtful consideration and hard work.”
The report argues that employers should view AI as a job-design and workforce-capability issue, not simply a technology rollout or cost-cutting measure. AI generally affects specific tasks rather than absorbing entire occupations, creating an opportunity to automate routine work while giving employees more time for assignments that require experience, creativity and judgment.
Additionally, the report suggests that approach can improve performance. A study of nearly 5,200 customer-support agents found that a generative AI assistant increased productivity by an average of 14%. Among workers with less skill and experience, productivity rose by an average of 34%.
“The impact AI will have on our workforce largely depends on how we use it,” Dufrane said. “Rather than replacing people, we can expand their capabilities. And that means redesigning jobs.”
To capture those benefits, HRCI says employers should define the work before selecting the technology. That means establishing why a job or team exists, identifying the outcomes it must produce and breaking roles into individual tasks. Organizations can then determine what AI should assist with, what it might automate and what must remain in human hands.
Employees should also be part of that process. Research cited by HRCI found that workers welcome automation for nearly half of their tasks, often because it could free them for higher-value work. But many AI applications are being developed for tasks employees would prefer not to automate, underscoring the risk of making technology decisions without workforce input.
The report outlines eight steps for redesigning jobs and teams:
Communicate clearly about why work is being redesigned and how employees will participate.
Define the mission and outcomes before determining where technology belongs.
Break jobs into tasks to identify what AI can support, automate or should not perform.
Ask employees where they want help and where automation would create the most value.
Provide training on effective use, limitations, data privacy and proprietary information.
Pilot and collect feedback before expanding AI across roles or teams.
Update job descriptions to reflect how responsibilities are divided between people and AI.
Protect career pathways as roles, skills and advancement opportunities change.
Because job redesign affects recruiting, training, performance, job descriptions and career development, the report says HR should be represented in organizational AI strategy, policy and procurement discussions. Human capabilities, including discernment, creativity and judgment, will become more important as technology takes on routine work.
“Some capabilities can be seen as an investment, and this is definitely one of them,” Dufrane said. “This is something we can prioritize now that will ultimately benefit every team and every department. It’s a skill we’ll use repeatedly in coming years as technology continues to evolve.”
About HRCI
HRCI is the career partner for the human resource profession, supporting HR professionals and the organizations that rely on them. Through applied learning, professional connection, and globally trusted standards, HRCI helps HR thrive as the workplace evolves. For decades, HRCI has set the standard for HR excellence, building a community of certified professionals in over 150 countries. By connecting strategy to practice, HRCI equips HR leaders with the real-world knowledge to drive business forward and shape the Future of Work. Learn more at hrci.org.
About Dr. Dufrane
Dr. Amy Dufrane is a global leader in human resources and workplace management. As CEO of HRCI, the career partner for the HR profession, she brings decades of experience in human capital management and employee wellness to interviews and media appearances. Dufrane helps set the standard for HR, serving as president of the North American Human Resource Management Association and international secretariat for global HR standards through ISO, the International Organization for Standardization. Her honors include the Global Impact Award of Distinction from the Bowman Foundation for Workplace Equity and Mental Wellness and the Globee Award for Women in Business. She is a four-time member of the annual Top 100 HR Tech Influencers list. Under her leadership, HRCI was named a 2024, 2025 and 2026 Top Workplace by WTOP News and the 2023 ISA Business of the Year.
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