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Beyond the Buzz: Putting AI to Work

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By Jess Von Bank, Global Transformation & Technology Advisor Leader, Mercer

Walk into any technology conference, and it feels like every booth is shouting the same thing: AI-powered. Payroll, recruiting, performance management, learning—everywhere, AI is now the default prefix. The truth is, HR leaders don't need another AI tool. They need clarity, confidence, and partners who can explain what's under the hood, translate complexity into a common language, and align it to the outcomes that matter to their organizations.

Right now, many HR professionals are stuck in the gap between AI sensation and business reality. On one side: the promise of AI as a silver bullet that will magically transform work. On the other: the lived reality of overwhelmed teams, uneven adoption, confusing feature sets, and a lack of training or governance. That gap is where budgets get wasted, credibility gets eroded, and technology fails to deliver.

The buzz: AI as a silver bullet

The hype cycle is predictable. Vendors compete to out-market one another with sweeping claims about automation, intelligence, personalization, and transformation. Leaders are told they're behind if they're not already "AI-enabled." And the boardroom pressure is real: What's your AI strategy? How are you using AI in HR?

This framing makes AI sound like a product you can buy, install, and set loose. A magic cure. But AI isn't a product or a feature. It's a capability. And like any capability, it's only as valuable as its outcomes and impact.

The reality: AI as an enabler

The reality is more nuanced. AI is powerful—there's no denying that. It can process volumes of data, reveal insights you'd never see, and automate time-consuming tasks. But on its own, it doesn't know your business, your workforce, or your culture. It doesn't set your strategy. It doesn't design your employee experience.

What AI does is amplify what's already there. If your processes are clunky, AI can scale that clunkiness faster. If your data is messy, AI will make bad decisions with more precision. If your leaders aren't clear on goals, AI can't magically align them.

AI is an enabler of outcomes you design. Not a silver bullet. That distinction is everything.

"AI is significantly transforming organizations, but the adoption curve does not come without challenges. Success requires cross-functional collaboration, transparency, quality and a commitment to continuous learning and adaptation," says Tien Ryan, Future of Work Leader at ADP. "AI adoption is an ongoing journey that demands a culture of learning, trust, and agility to ensure long-term impact and value."

Why the gap matters

The hype-reality gap has real consequences for HR leaders:

• Overbuying and underusing tools. It's common to see organizations invest in overlapping "AI-powered" systems without a coherent plan.
• Undertraining the workforce. Employees and HR teams alike aren't taught how to trust, monitor, and govern AI. Adoption stalls.
• Undermining credibility. When leaders oversell the benefits without explaining the limits, it erodes employee trust.

Closing the gap requires a shift: from buying AI to building with AI, from chasing features to defining outcomes, from hype to strategy.

Evaluating AI solutions realistically

Before you invest in any "AI-powered" solution, ask a few grounding questions. These aren't about the shiniest demo. They're about alignment, governance, and value.

Q: What problem are we solving?

Be precise. Is it reducing time-to-hire, improving payroll accuracy, creating personalized learning, or something else? Without a defined outcome, you'll buy features instead of solutions.

Q: How does this tool fit our broader strategy?

AI isn't a bolt-on. It should extend your existing workflows and align with your employee experience vision.

Q: What's the training and change plan?

AI won't succeed if your HR team doesn't understand it, or if your employees don't trust it. What support does the provider give for adoption, training, and governance?

Q: What's under the hood?

Ask vendors to explain their AI in plain language. Is it a proprietary model? A wrapper around someone else's? How transparent is it? If they can't explain it clearly, it's a red flag. Most importantly, if they can't explain and defend it, you won't be able to.

Q: What's the data strategy?

AI is only as good as the data it learns from. How does the tool use your data, protect your data, and improve your data over time?

Q: How will we measure success?

Define impact upfront. Will success be hours saved, dollars reduced, compliance improved, or employee satisfaction gained? AI must be accountable to outcomes, not just activity.

The role of partners

This is where partners matter. HR leaders don't just need AI experts. They need translators—partners who demystify the tech, create a shared language across HR and IT, and build confidence that the tools are being deployed responsibly and effectively.

The best partners don't just sell you AI. They help you:

• Reimagine workflows end-to-end.
• Train your teams to use and trust AI.
• Build governance frameworks for oversight.
• Ensure alignment with your business goals.

AI adoption is less about what you buy, and more about who you build with.

Closing the gap

AI is not the future of HR—it's already here. But it's not magic, either. It's a capability, and like any capability, it only creates value when paired with vision, strategy, deployment, and alignment.

The leaders who will succeed in the AI era are those who cut through the noise, ask the right questions, and focus on outcomes instead of hype.

So, before you get swept up in the next "AI-powered" demo, pause and ask:

• What outcome am I designing?
• How will AI enable—not replace—our strategy?
• Who will help us build confidence and common language along the way?

That's how you close the gap between buzz and reality. And that's how AI becomes not just a promise, but a practice.

Get our guide: Harnessing artificial intelligence in three key steps

Jess Von Bank is a 23-year industry veteran and passionate advocate for the future of work and talent. With experience as a recruiting practitioner and workforce solutions expert, she helps executives design digital-first cultures that meet both people's expectations and business needs.

A global thought leader in HR transformation, digital experience, and workforce technology, Jess specializes in recruiting, talent strategy, employer branding, DEI, and storytelling. She leads Mercer's Now of Work community and serves as President of Diverse Daisies, a nonprofit empowering girls. Based in Minneapolis, she balances racing for free swag with raising her three daughters.