Artificial intelligence is becoming a real part of how organizations operate, and HR is right at the center of it.
According to ERC’s Member Poll: The Role of AI in the Workplace in 2026, HR is the most frequently cited department using AI today. Northeast Ohio organizations are using it to draft communications, write job descriptions, build policies, and support employee training.
But here’s what’s interesting: even though HR is often among the first to adopt AI, they’re not always included in the conversations shaping how it gets used across the organization.
As companies move from experimenting with AI to integrating it more intentionally, HR has a real opportunity to step into a more strategic role.
AI is no longer just an IT conversation
ERC’s poll found that nearly half of organizations are still in the early stages of AI adoption.
Others are exploring pilot programs and specific use cases. Notably, no respondents said AI is fully integrated into their operations, which tells us that most employers are still figuring out what responsible, effective adoption actually looks like.
AI initiatives often start as technology conversations. But their success depends on people.
That’s where HR comes in.
“The future of AI in the workplace isn’t just about technology. It’s about helping people understand, adopt, and use these tools in ways that support both business goals and employee success,” said Helen Oshaben, HR Consultant at ERC.
Why HR deserves a seat at the AI governance table
ERC’s poll found that executive leadership and IT are most commonly involved in AI decision-making. HR is included less often, close to half the time, even though HR professionals are among the most active AI users in the organization.
That gap is worth closing.
HR leaders bring something unique to AI governance: they understand how organizational change affects employees, culture, communication, and compliance. As organizations evaluate new AI tools, HR can help answer the questions that matter most:
- How will employees use AI responsibly?
- What policies and expectations should be established?
- How should training be structured?
- What employee concerns need to be addressed?
- How can leaders build trust throughout the adoption process?
The strongest AI strategies are built through collaboration, with leadership, IT, legal, operations, and HR all at the table.
Closing the AI policy gap
One of the more striking findings from ERC’s poll is that 37% of organizations are still building the governance framework needed to support AI adoption. Some have formal policies in place. Many are still developing guidance. Some have no formal policy at all.
Meanwhile, employers ranked data privacy, accuracy, compliance, and security among their top concerns.
That combination creates a clear opportunity for HR to lead.
A thoughtful AI policy gives employees clarity around:
- Acceptable uses of AI tools
- How to handle confidential or proprietary information
- When human review and oversight are required
- How new tools get approved
- Accountability and compliance expectations
“Selecting the right AI tools is just the starting point. The organizations that succeed long-term are the ones that pair those tools with a clear strategy, practical training, and thoughtful governance,” said Oshaben.
Communication matters as much as technology
Even a well-designed AI strategy can fall flat if employees don’t understand it.
Rolling out AI often raises real questions across the workforce. Employees want to know how it will affect their jobs, which tools are approved, and what leaders expect from them.
Yet ERC’s poll found that relatively few organizations have communication plans in place before introducing AI tools.
HR is well-positioned to bridge that gap, too.
Clear, transparent communication should cover:
- Why the organization is adopting AI
- How AI will support employees and business goals
- What safeguards and policies are in place
- Where employees can find training and resources
Transparency reduces uncertainty. It builds trust. And trust is what makes adoption stick.
Building AI skills across the workforce
Getting the policy framework right is foundational, but it’s only part of the picture.
Many organizations face a more practical challenge: helping employees build confidence using AI effectively.
ERC’s poll found that lack of knowledge and skills is one of the most significant barriers to expanding AI adoption. As organizations move beyond experimentation, workforce readiness becomes a critical part of long-term success.
HR can play a leading role by identifying skill gaps, creating learning opportunities, and helping employees understand where AI can add value in their day-to-day work.
“The organizations seeing the greatest impact from AI aren’t necessarily the ones with the most advanced tools; they’re the ones investing in helping employees understand how to use them well. When people have the knowledge, confidence, and support to apply AI in their roles, adoption becomes much more meaningful and sustainable,” said Sarah Slavik, COO and Co-Founder of SkillSpout, a human-first AI training and adoption firm and ERC partner.
Keeping the human element at the center
As AI adoption accelerates, many HR leaders are quick to point out that technology should enhance human decision-making, not replace it.
In ERC’s poll, one of the recurring themes in open-ended responses was the importance of maintaining the human element. Respondents emphasized that AI outputs still require critical thinking, oversight, and professional judgment. Employees may use AI to draft content, analyze information, or improve efficiency, but accountability ultimately remains with people.
“AI works best as a partner, not a replacement,” said Slavik. “Organizations need to create guardrails that encourage innovation while ensuring important decisions continue to benefit from human expertise, context, and judgment.”
HR’s strategic opportunity
Technology alone won’t determine how well AI works inside your organization. Success also depends on thoughtful governance, clear communication, workforce readiness, and policies that balance innovation with responsibility.
As AI continues to reshape the workplace, HR leaders have a real opportunity to move from strictly being AI users to being the people who help guide how these tools are introduced, governed, and embraced across the organization.
ERC and SkillSpout are partnering to offer ERC Members practical guidance on AI policy development, governance, and employee communication. Join us for our upcoming webinar, HR’s Role in AI: Policy, Strategy and Employee Communication, on August 13 at 9:00 AM ET. Together, we’ll discuss what HR’s role looks like when it comes to building smart policies, keeping employees informed, and creating the kind of trust that makes change stick.
Not an ERC Member? Members get access to Northeast Ohio benchmark data, ready-to-use HR policies, tools, and on-call expertise from HR professionals who can help you put it all to work. See what you get as a member.
