I’m thrilled to sit down with Marco Gaietti, a veteran in management consulting with decades of experience in business management. Marco’s expertise in strategic management, operations, and customer relations provides a unique perspective on the evolving landscape of HR technology and AI integration. Today, we’ll explore how AI is reshaping the workplace, the critical role of HR in planning for the future, the challenges of balancing technology with human-centered design, and the importance of fostering effective human-machine collaboration.
How do you see AI already shaping the day-to-day work environment in organizations today?
AI has become a fundamental part of how work gets done in many industries. From automating routine tasks like data entry to providing real-time insights through analytics, it’s embedded in tools we use every day. I’ve seen it in customer service with chatbots handling inquiries and in operations with predictive maintenance systems. What’s striking is how quickly it’s moved from a novelty to a necessity—employees now expect these tools to be part of their workflow, almost like a digital teammate.
What are your thoughts on the idea that many workers now view AI as a co-worker? Does this resonate with your observations?
Absolutely, it does. I’ve noticed in several organizations that employees are increasingly comfortable interacting with AI systems as if they’re part of the team. For instance, in project management, tools powered by AI help prioritize tasks or suggest timelines, and people rely on them much like they would a colleague’s input. This shift reflects a growing acceptance that AI isn’t just a tool—it’s a partner in getting work done, though it still lacks the emotional intelligence of human interaction.
How are employees in the industries you’ve worked with responding to AI becoming a regular part of their workday?
Responses vary, but overall, there’s a mix of curiosity and caution. In tech-savvy sectors, employees often embrace AI, eager to learn how it can boost productivity. However, in more traditional industries, there’s sometimes apprehension about job security or feeling overwhelmed by new systems. I’ve seen successful adoption where companies prioritize clear communication and hands-on training, helping employees see AI as an enabler rather than a threat.
Looking ahead to 2026, why do you think HR leaders are focusing more on planning rather than large-scale transformation when it comes to AI?
I believe it’s because the initial wave of AI adoption has already happened in many organizations. Now, the emphasis is on refining how it’s used. Planning for 2026 means figuring out how to integrate AI more deeply into workflows without disrupting the human element. It’s about creating sustainable systems—HR leaders are realizing that transformation isn’t a one-off event but a continuous process of adaptation and alignment with business goals.
In what ways can HR ensure that AI adoption truly adds value alongside human workers?
HR can play a pivotal role by focusing on alignment between technology and people. This means designing roles where AI handles repetitive or data-heavy tasks, freeing up humans for creative or strategic work. It’s also about fostering a culture of trust—ensuring employees feel supported rather than replaced. I’ve seen HR teams succeed when they involve workers in the design process, gathering feedback on how AI tools impact their day-to-day and adjusting accordingly.
What challenges do you anticipate for HR in balancing technology adoption with a human-centered approach to work design?
One major challenge is avoiding a tech-first mindset where tools are implemented without considering how they fit into people’s workflows. There’s also the risk of skill gaps—ensuring employees are trained to work with AI without feeling overwhelmed. Additionally, HR must navigate resistance to change, especially in organizations with entrenched ways of working. Striking that balance requires constant dialogue between leadership, IT, and the workforce to keep the human element at the forefront.
Why do you think there’s such a stark imbalance in AI spending, with so much going to infrastructure and so little to work redesign or training?
I think it often comes down to a short-term focus on tangible results. Infrastructure is easier to measure—you buy the software, set up the systems, and check a box. Redesigning work or training people takes time, and the outcomes aren’t as immediately visible. Many leaders also underestimate how critical the human side is to unlocking AI’s potential. It’s a mindset shift that’s needed, recognizing that tech alone doesn’t deliver value without the right processes and skills in place.
How have you seen this heavy focus on technology impact the return on investment for AI in organizations?
In my experience, a tech-heavy approach often leads to underwhelming results. I’ve worked with companies that invested millions in AI systems only to find low adoption rates because employees weren’t trained or workflows weren’t adjusted. Without investing in the people side, the technology sits unused or underutilized. Conversely, organizations that balance their spending—allocating resources to training and redesign—tend to see faster and more sustainable returns because the tools are actually integrated into daily operations.
What steps can HR take to shift the focus toward redesigning work and supporting employees, rather than just acquiring new tools?
HR can start by advocating for a seat at the table when AI strategies are developed, ensuring the human perspective isn’t an afterthought. They should push for budget allocation toward continuous learning programs and pilot projects that test new workflows. Partnering with IT to co-lead redesign efforts is also key—HR brings insights into employee needs and behaviors that tech teams might overlook. Ultimately, it’s about championing a culture where technology serves people, not the other way around.
How can HR design roles and workflows to make human-machine collaboration more seamless and effective?
HR can begin by mapping out where AI can add the most value—identifying tasks that are repetitive or data-intensive and pairing them with human strengths like problem-solving or empathy. Redesigning roles might mean creating hybrid positions where employees oversee AI outputs or use insights from AI to make decisions. Workflows should be iterative, allowing for feedback loops where employees can refine how they interact with machines. It’s all about creating synergy rather than separation between the two.
Can you share an example where redesigned roles or workflows led to better outcomes with AI implementation?
Certainly. I worked with a logistics company that redefined the role of their warehouse managers after implementing AI for inventory tracking. Instead of just monitoring stock manually, managers used AI-generated forecasts to plan staffing and shipments, shifting their focus to strategic oversight. This redesign not only improved efficiency by reducing overstock but also empowered managers to make data-driven decisions. The key was involving them in the redesign process so they felt ownership over the new system.
Why do you think organizations that prioritize human-machine collaboration see significantly better returns on their AI investments?
It’s because collaboration leverages the strengths of both sides. AI excels at processing vast amounts of data and identifying patterns, while humans bring creativity, judgment, and emotional intelligence. When roles and systems are designed to combine these strengths, you get outcomes that neither could achieve alone. Better returns come from higher productivity, fewer errors, and greater employee engagement—people feel valued when their unique skills are complemented by technology rather than diminished by it.
Why do you think HR is often sidelined in leading work redesign efforts compared to IT departments?
I think it’s largely due to perception. IT is seen as the natural leader for anything tech-related because they handle the tools and infrastructure. HR, on the other hand, is sometimes viewed as more focused on people issues than strategic design. There’s also a historical divide where tech projects are siloed from human capital planning. But this is a missed opportunity—HR has the insight into workforce dynamics that’s essential for effective redesign, and they need to be positioned as equal partners in these initiatives.
How can HR position itself to take a more active role in shaping work redesign alongside technology adoption?
HR needs to build fluency in technology and data to speak the same language as IT and other stakeholders. They should proactively identify areas where work redesign can drive value and present data-backed proposals to leadership. Building cross-functional teams with IT and operations can also help—HR can lead on the people side while learning from tech experts. It’s about demonstrating that redesign isn’t just an HR issue; it’s a business imperative that impacts overall performance.
What is your forecast for the role of HR in navigating AI and work design over the next few years?
I believe HR will become the linchpin in bridging technology and human potential. Over the next few years, I expect HR to evolve into a strategic driver of AI integration, not just a support function. They’ll be tasked with designing adaptive work environments where learning and collaboration are continuous. As AI becomes even more pervasive, HR’s role in building trust, fostering culture, and ensuring ethical use of technology will be critical. The future will belong to HR leaders who can anticipate change and design for it proactively, keeping the human connection at the heart of every decision.
