This month, Seramount convened more than 40 CHROs and senior HR leaders for our latest HR Executive Board Roundtable. The event included findings from Seramount’s interviews with 100 CHROs and featured a fireside chat with Jacqui Canney, Chief People and AI Enablement Officer at ServiceNow. Across the day, participants exchanged perspectives on a wide range of priorities, from culture and hybrid work to sustaining employee well-being. But the conversation largely centered around GenAI.
Below are some key takeaways and themes from the conversation.
Employees Will Keep Using Outside AI Unless Internal Tools Improve
“We can’t expect employees to stop using outside AI unless our internal platforms measure up.”
Leaders acknowledged that staff are already using tools like ChatGPT on personal devices, often because they feel easier and more responsive than company-provided platforms. Several CHROs said the real risk is not curiosity itself, but that unsanctioned use of these tools may expose organizations to data security and IP risks. Leaders agreed that internal tools must be safe and user-friendly; otherwise, employees will continue to bypass them.
Recruiting is Where AI Has Gained the Most Traction
“AI helps us with the early, routine steps in recruiting, but we keep the core of the process human-centered.”
AI has gained the most traction in recruiting, likely because the business case is straightforward. Leaders described how AI tools are being used to guide candidates toward relevant roles, automate scheduling, and reduce the amount of administrative time recruiters spend on each search. One example shared was from a large professional services firm that built an internal assistant to support candidate engagement. The tool streamlines interactions and connects applicants to opportunities but deliberately avoids delivering rejections, a choice made for both legal and cultural reasons. Participants agreed that this type of human-centered approach, where AI handles repetitive tasks while people retain responsibility for judgment and empathy, is the basis for adoption moving forward.
“How we roll out AI says as much about our culture as the results it delivers.”
Rolling Out AI is a Cultural Choice
Leaders noted that decisions about when and how to deploy AI carry cultural weight. Some described holding back on certain applications because the timing didn’t feel right for their organization. Others pointed out that transparency around data, fairness, and legal guardrails matters just as much as efficiency gains.
Leadership Development is a Missing Piece
“Our staff has the technical know-how, but what’s missing are the people leadership skills to manage change in this new environment.”
Technical capability alone is not enough. Several HR executives pointed out that leadership development was “decimated” during COVID, leaving many managers without the skills to support employees effectively. Today, those same managers are being asked to juggle hybrid work dynamics, employee burnout, and the uncertainty brought by AI, often without the tools they need. Leaders agreed that organizations must reinvest in leadership development and coaching to rebuild empathy, adaptability, and change management so managers are prepared to guide their teams through this period of disruption.
Employee Burnout and Culture Remain Top Concerns
“Even with new technology on the agenda, we can’t ignore the burnout and culture issues our employees are still struggling with.”
Breakout sessions reinforced that well-being and culture are still pressing concerns. Leaders in healthcare and other sectors described employees facing constant new demands, leading to burnout and exhaustion. Several noted that hybrid work policies have created tensions and perceptions of unfairness between different groups of employees. Others highlighted the importance of reducing stigma by positioning mental health within broader wellness conversations. Across these perspectives, participants agreed that organizations must stay focused on supporting employees holistically, even as they explore new technologies.
Grace Licsko is a Research Analyst at Seramount, where she works closely with CHROs to address their most pressing workforce challenges through research-driven insights and strategic content. She joined Seramount after serving as a research analyst at EAB, where she built a strong foundation in qualitative and quantitative research, data analysis, writing, and partner engagement.
Grace Licsko is a Research Analyst at Seramount, where she works closely with CHROs to address their most pressing workforce challenges through research-driven insights and strategic content. She joined Seramount after serving as a research analyst at EAB, where she built a strong foundation in qualitative and quantitative research, data analysis, writing, and partner engagement.
Grace is currently pursuing her M.S. in Industrial-Organizational Psychology at Baruch College. Her interests include building equitable workplace cultures and applying evidence-based practices to develop high-impact leaders. She holds a B.A. in Economics with a minor in General Business from the University of Maryland and also studied at the Danish Institute for Study Abroad (DIS) in Copenhagen.
Originally from Annapolis, Maryland, Grace now lives in New York City, where in her free time she enjoys going to live music events, practicing yoga, and spending time with friends and family.
