Diving into the future of HR technology, I had the privilege of sitting down with Marco Gaietti, a veteran in management consulting with deep expertise in strategic management, operations, and customer relations. With decades of experience, Marco brings a unique perspective on how emerging trends like agentic AI, people analytics, and ROI-focused HR solutions are reshaping the workplace. Our conversation, inspired by insights from the HR Tech 2025 conference, explores the transformative power of autonomous AI systems, the growing demand for measurable business impact in HR tech, and the push to empower frontline managers with accessible tools and data.
How would you describe agentic AI, and why do you think it was such a hot topic at HR Tech 2025?
Agentic AI is a game-changer—it’s not just about responding to prompts or assisting with tasks, but about systems that can act independently on behalf of users, within defined boundaries, of course. At HR Tech 2025, it dominated discussions because it’s moved beyond a concept to real-world applications in HR, like recruiting or employee support. The excitement comes from its potential to streamline processes and make decisions with minimal human input, which could save time and resources. Everyone’s talking about it because it’s no longer a “what if” but a “how soon” question for most organizations.
Can you share a practical example of how agentic AI is being applied in HR today?
Absolutely. One area where it’s making waves is in talent acquisition. Imagine an agentic AI system that doesn’t just filter resumes but actively sources candidates, schedules interviews, and even provides initial feedback based on predefined criteria—all without a recruiter lifting a finger. It’s also showing up in employee support, like chatbots that don’t just answer FAQs but proactively resolve payroll issues or suggest learning opportunities based on an employee’s role and performance gaps. These tools are taking on real workload, not just offering suggestions.
What sets agentic AI apart from the earlier AI tools that were more about assistance or support?
The big difference is autonomy. Older AI tools were like helpful sidekicks—they’d analyze data, provide insights, or automate small tasks, but a human always had to make the final call. Agentic AI, on the other hand, can execute entire workflows on its own, within set limits. It’s like upgrading from a GPS that tells you where to turn to a self-driving car that handles the journey. This shift means less micromanagement and more focus on strategy, though it also raises questions about oversight and control.
What would you say are the most significant benefits of agentic AI that stood out at the conference?
The benefits are pretty compelling. First, there’s efficiency—tasks that used to take hours, like screening hundreds of job applications, can now happen in minutes with high accuracy. Second, it’s about scalability; these systems can handle massive volumes of work without burning out staff. And third, there’s personalization. Agentic AI can tailor experiences, like learning paths for employees or candidate outreach, in ways that feel human but at a scale no team could manage. At the conference, these were the wins everyone kept circling back to—real impact on time, cost, and engagement.
What challenges or risks around agentic AI were highlighted during the discussions at HR Tech 2025?
There’s a flip side to all this power. One big concern is over-reliance—some worry that if AI takes on too much, human judgment gets sidelined, and mistakes could spiral without proper checks. Then there’s the issue of bias; if the data feeding these systems isn’t clean, you’re just automating bad decisions at scale. Privacy and security also came up a lot—when AI handles sensitive employee data, a breach could be catastrophic. The conference buzzed with cautionary tales about setting unrealistic expectations and the need for strong guardrails to keep things in check.
How can HR leaders ensure that agentic AI is implemented responsibly in their organizations?
It starts with a clear framework. HR leaders need to define where AI can act independently and where humans must stay in the loop. Setting up governance models with regular audits and transparency around how decisions are made is critical. Training staff to understand and question AI outputs helps too—it builds trust and catches errors early. Also, partnering with vendors who prioritize explainability and ethical standards is a must. It’s about balancing innovation with accountability, ensuring the tech serves people, not the other way around.
Why do you think there was such a strong emphasis on outcomes and return on investment at HR Tech 2025?
The focus on outcomes and ROI reflects a maturing market. Early waves of HR tech were often sold on flashy features or promises of transformation, but now, with tighter budgets and higher stakes, leaders are demanding proof of value. At the conference, it was clear that HR isn’t just a support function anymore—it’s expected to drive business results. Whether it’s reducing time-to-hire or boosting retention, every tech investment has to tie back to measurable impact. It’s a shift from “this looks cool” to “this solves a real problem.”
How has the conversation around HR tech evolved from focusing on features to proving business impact?
It’s been a significant pivot. A few years ago, vendors would hype up bells and whistles—think fancy dashboards or AI add-ons—without much talk about what they actually achieved. Now, the dialogue is grounded in results. Buyers are asking, “How does this lower costs or improve productivity?” and vendors are responding with case studies and data, not just demos. At HR Tech 2025, this was evident in every panel and pitch—everyone’s laser-focused on linking tech to strategic goals, not just deploying it for the sake of innovation.
What kinds of metrics are becoming critical to track when evaluating new HR tech solutions?
The metrics getting attention are tied directly to business priorities. Things like time-to-hire, which shows how fast you can fill roles, or internal mobility rates, which measure how well you’re developing and retaining talent, are huge. Retention rates are another big one—does the tech help keep people longer? Manager effectiveness also came up, looking at how tools support better leadership. And of course, cost savings—whether it’s reducing manual work or cutting turnover expenses. These are the numbers HR leaders are using to justify investments now.
What steps are HR tech vendors taking to build trust, especially with AI-driven tools?
Vendors are getting serious about trust because they know it’s a dealbreaker. Many are embedding features like explainability, where the AI shows how it reached a decision, and data tracking to ensure transparency. Some showcased bias-monitoring dashboards at the conference, which flag potential unfairness in algorithms. Others are building in human oversight options, so there’s always a way to step in. It’s about proving that their tools aren’t black boxes—that you can understand and control what’s happening, which is essential for adoption and compliance.
How are tools for frontline managers evolving, and why are they becoming a priority in HR tech?
There’s a big push to empower frontline managers with tech that’s actually useful day-to-day. At HR Tech 2025, vendors rolled out solutions with real-time analytics, performance insights, and nudges for things like recognizing good work or addressing skill gaps. These tools are a priority because managers are the bridge between strategy and execution—they directly impact employee experience and productivity. If they’re bogged down or unsupported, the whole organization feels it. Equipping them with actionable data and workflows is seen as a way to drive results from the ground up.
What does the democratization of people analytics mean, and how is it playing out in today’s HR tech landscape?
Democratization of people analytics is about making data accessible to more folks in the organization, not just HR specialists or IT teams. It means managers or even employees can get insights without needing a data degree. At the conference, this was tied to generative AI—tools now let users ask for reports or trends in plain language and get instant answers. It’s playing out with intuitive platforms that deliver not just numbers but recommendations, so a manager can act on engagement dips or staffing needs right away. It’s about turning data into a tool for everyone.
How is generative AI specifically helping managers access and use data more effectively?
Generative AI is breaking down barriers by simplifying how managers interact with data. Instead of navigating complex systems or waiting for HR to run a report, a manager can just type or speak a question—like “What’s the turnover trend in my team?”—and get a clear response with visuals or next steps. Some tools showcased at HR Tech 2025 even suggest actions based on the data, like offering training for struggling team members. It’s fast, user-friendly, and turns raw numbers into something managers can use without a learning curve.
What advice do you have for our readers who are navigating the wave of new HR technologies?
My advice is to stay grounded and strategic. Start by pinpointing a few key business challenges or goals—don’t just chase the shiny new tech. Then, align any investment to those priorities and demand clear evidence of value from vendors. Build a culture of curiosity and learning around tools like AI, so your team isn’t intimidated but empowered. And always keep ethics and oversight in mind—tech should enhance, not replace, human judgment. Take small, measured steps, test rigorously, and scale what works. That’s how you turn potential into real progress.
