How HR Survives in a GPT World - Paul Marsh

There are hundreds of articles out there on the subject of GPT and what it means for HR. No, it doesn’t replace human judgment or empathy, and no, it doesn’t always help when deciding how and when to make complex people decisions, or what information to weigh in nuanced situations.

But HR only has so many hours in the week, and the real question is where that time is best spent.

Having worked with hundreds of HR clients over the last couple of decades, what I consistently observe is this:

A lot of low-level admin - writing policies, job descriptions, recommendations, proposals, etc.
Endless form-filling and compliance work.
Time spent researching employment law and consulting solicitors.
Spreadsheet-heavy, manual data entry.
Reporting.
Answering basic employee questions.
And finally, over-checking - polishing, editing, re-editing.

The truth? GPT or equivalent AI assistants can do most of this: and in many cases, do it faster, cheaper, and more accurately than a human.

It’s time to question every single thing HR does and ask: “Could GPT do this, or at least most of it, better, faster, or cheaper?”

If the answer is yes, that work should no longer consume valuable human capacity.

But many HR professionals won’t do this. Why? Because it threatens the traditional scope of the role. Because it demands new skill: data literacy, critical analysis, coaching, strategic advisory - that not everyone has developed yet. And because it forces HR to confront a deeper question: What is the unique value we bring when the admin disappears?

What to do instead??

Move From Execution to Insight

AI can execute. Humans must interpret. The HR advisor of the future isn’t an operator, they’re an analyst, interpreter, and advisor. They understand people data, cultural signals, and behavioural patterns, and translate those into strategic insights that improve performance and engagement.
HR must become the function that says not just what’s happening, but why it’s happening and what to do about it.

Redefine "Human" Work

Empathy, trust, conflict resolution, coaching. These are the uniquely human skills GPT can’t replicate.
HR needs to double down on these areas, becoming experts in the psychology of work, the dynamics of leadership, and the emotional architecture of organisations.
In a world where everything else can be automated, relationships become the differentiator.

Become Fluent in Technology and Data

To stay credible, HR can’t afford to be “non-technical.” Every HR professional should understand how GPT works, what data it uses, and how to assess risk, bias, and accuracy. That doesn’t mean becoming a programmer, it means becoming AI-literate: knowing what to automate, what to verify, and where human oversight is essential.

Act as the Ethical Compass

As AI decisions begin to influence hiring, promotion, and performance, HR’s new mandate is to ensure fairness, transparency, and accountability.
HR can be setting boundaries for ethical AI use, ensuring compliance with privacy and discrimination laws, and protecting employee trust.

Design the Employee Experience of the Future

With admin stripped away, HR’s creative potential opens up. Now’s the time to design better employee journeys, smarter onboarding, more meaningful recognition systems.

Develop as Business Strategists

When the paperwork is gone, what’s left is purpose, performance, and people. HR’s survival depends on being able to connect all three; to show how culture drives productivity, how leadership drives retention, and how engagement drives revenue. That requires business acumen and courage: the willingness to challenge leaders, not just serve them.