People First, AI Smart: HR's Sweet Spot amid Uncertainty

HR's Real Work: Balance people, tech, and uncertainty without losing the plot

Leadership and technology set the HR agenda right now. Erin Gordon, Vice President of Human Resources at Lindt & Sprüngli Canada, puts it plainly: AI is moving fast, and leaders have to move with it while keeping people grounded in purpose.

That mix-clear leadership, practical AI adoption, and a personal employee experience-is where HR wins. The hard part is prioritization under pressure.

AI is outpacing traditional enablement

"AI and trying to understand how we use it to benefit the business" is consuming attention, says Gordon. "It's not a static situation. It's continually getting better, which makes it difficult to bring teams up to speed like you would in a traditional way."

• Map the top 10 workflows where AI can save time or improve quality. Start with recruiting, internal comms, reporting, and customer care support.
• Run 30-day tests with small teams. Document what works. Create simple playbooks.
• Set guardrails: approved tools, data rules, human-in-the-loop reviews.
• Build a peer-led learning circle. Weekly show-and-share beats one big training.
• Track outcomes: hours saved, cycle time, accuracy, employee sentiment.

If you need a structured path for upskilling, browse curated AI courses by job and give managers a clear starting point.

Market caution is real-plan for multiple outcomes

Many organizations are delaying hiring or restructuring as they assess conditions. The World Economic Forum's Chief People Officers Outlook 2025 reports that 42% of CPOs expect labor markets to hold steady over the next 6-12 months, 32% expect a weaker market, and 26% expect strength.

That spread calls for optionality. Keep plans light, test quickly, and avoid commitments you can't unwind.

Read the WEF report for the full context.

Lead through ongoing refinement, not big-bang change

Gordon doesn't frame this as a grand transformation. It's "a sustained state of evolution and refinement." The start point is clear; the end point keeps moving.

What steadies people? Purpose and small experiments. "Ground yourself in why your organization exists," she says. Then run constant tests to see what actually works for your business.

The employee experience is personal

One size does not fit all. Needs shift with life stage and career stage-buying a home, starting a family, caring for parents, or taking on a first leadership role.

"Employee listening is absolutely critical," says Gordon. Keep responses transparent, timely, and free of HR jargon. Be honest about limits and explain the trade-offs.

• Use multiple listening channels: pulses, open forums, manager 1:1s, exit/entry interviews.
• Publish "What we heard / What we're doing / What we're not doing and why."
• Ditch generational labels. Focus on needs, not stereotypes.
• Offer flexible options where possible: location, schedules, benefits choices, learning paths.

Prioritization is the core HR skill

The issue isn't underestimating the work-it's bandwidth. The goal is to connect business outcomes with people strategies without trading one off against the other.

Gordon's guidance: keep curiosity high. Ask better questions, seek feedback often, and make learning a team sport.

90-day HR action plan

• Clarify purpose: write a one-page "why we exist" with examples that matter to employees and customers.
• AI enablement sprint: choose three use cases, run tests, and publish simple playbooks.
• Workforce plans with options: prepare light scenarios for freeze, steady, and modest growth.
• Listening cadence: monthly pulse + quarterly deep-dive; publish responses within two weeks.
• Decision rubric: define how you weigh cost, impact, risk, and fairness to speed choices.
• Manager toolkit: FAQs, talking points, and a weekly 15-minute learning habit.

What this means for HR leaders

Lead with clarity, experiment in short cycles, and communicate with candor. Keep AI practical, keep people seen, and keep options open.

That balance is the job.