Why HR must lead the integration of AI agents
30 Aug 202510 min read
Summary
- The article argues that HR must lead the integration of AI agents into the workforce by treating them as colleagues, not just tools, because AI is increasingly performing tasks that were once human‑only.
- It highlights that HR functions need to evolve to include onboarding, training, performance evaluation and lifecycle management of AI agents alongside human employees, establishing governance and accountability frameworks.
- The key takeaway is that organisations which empower HR to define protocols, build digital‑workforce readiness and align human‑AI integration will be better positioned to harness AI’s full potential while safeguarding trust and workforce coherence.
At some offices in Asia, your next coworker might not be human. AI agents are no longer confined to backend tasks; they now share responsibilities with human employees and even make mistakes.
Across the office and digital platforms in Asia and elsewhere, artificial intelligence (AI) has evolved from just being a tool to being a colleague. These AI agents plan meetings, create reports, and occasionally interact with human teams. This shift marks a critical challenge for organizations adapting to Industry 4.0.
What happens when the “coworker” is not a human but an AI agent? How does Human Resource Management (HRM) take this challenge?
AI As A Part Of The Workforce
Digital workers, or AI employees, are software robots equipped with advanced capabilities that allow them to collaborate with human colleagues on specific tasks and processes.
Statistics from the Association for Advancing Automation show that with 9,064 robots sold at a total value of $580.7 million in the first quarter of 2025, orders rose just 0.4 percent in volume but climbed 15 percent in value compared to the same period in 2024. The figures suggest steady demand paired with increased investment in more advanced, higher-cost automation systems across North American industries.
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