Not For Profit
Signed in as:
filler@godaddy.com
The AI-Centric HR Operating Model
An ethical approach to improve workforce and business performance
What this book is about
AI is no longer a tool sitting alongside work. It is becoming part of how work is done, how decisions are made, and how organisations operate. Yet most HR operating models were designed for a very different world—one where decisions were slower, systems were separate, and accountability was easier to trace.
This book addresses that gap.
The AI-Centric HR Operating Model sets out a clear, evidence-based approach to redesigning HR and organisational structures for an AI-enabled environment. It explores how decision-making shifts when intelligent systems are embedded into workflows, and what this means for accountability, governance and performance. It challenges the assumption that existing HR models can simply be adapted and instead provides a practical framework for building organisations that are fit for an intelligence-driven decade.
What you will gain
■ A new operating model for HR in AI-enabled organisations
■ Clear insight into how decision-making is changing and why it matters
■ Practical approaches to redesigning work, roles and capability
■ A structured view of governance, ethics and accountability in AI-driven environments
■ Guidance on aligning HR strategy with business performance in the age of AI
Who this book is for
This book is written for:
■ Chief People Officers and HR Directors
■ Transformation and Programme Leaders
■ Board members and senior executives shaping organisational strategy
■ HR professionals preparing for AI-enabled ways of working
Why this matters now
Organisations are already embedding AI into hiring, workforce planning, performance management and employee experience. But without a clear operating model:
- decisions become harder to trace
- accountability becomes unclear
- trust begins to erode
This book provides a structured way forward grounded in research, real-world insight, and practical application.
Order your copy
Available globally:
■ Kogan Page
■ Amazon (UK & US)
■ Waterstones
■ WHSmith
■ Barnes & Noble
■ Indigo
■ Booktopia
■ Kinokuniya
Publication date: 3 October 2026
ISBN: 9781398629714
This is not about preparing HR for AI. It is about redesigning how organisations operate when AI becomes part of every decision.
Looking Forward– Working Back from 2035
At the HR2035 Foundation, our approach is different. Instead of simply asking “what’s next?”
We started ten years ahead and work backwards. By placing ourselves in 2035, we imagine the world as it could be then identify the steps HR, business, and society must take today to make that vision possible.
Why It Matters
By working back from 2035, we give leaders the evidence and foresight they need to act decisively now. This is not prediction for prediction’s sake it is a structured method to prepare organisations for its most important decade.
Why Work Backwards?
The pace of AI and technological change means that incremental planning is no longer enough. HR risks being reactive if it only looks 12–24 months ahead. By taking the long view, we can:
- See the destination clearly – what will organisations look like in 2035 in an AI-driven economy.
- Spot the inflection points – moments where legislation, technology, or workforce shifts will force operational planning to change.
- Create a roadmap – working backwards from the future to define what must be built now.
HR in 2035: A Vision
In 2035, HR is not a back-office function. It is a strategic force, using AI responsibly to:
- Shape workforce strategy through predictive analytics and scenario modelling.
- Deliver hyper-personalised employee experiences, balancing productivity with wellbeing.
- Operate with full transparency, fairness, and compliance, ensuring trust in every AI-driven decision.
- Act as a bridge between business needs and societal impact, guiding ethical choices around automation, skills, diversity, and inclusion.
Working Back from the Future
To reach that vision, we ask: “If HR looks like this in 2035, what had to happen in 2030? 2027? Today?”
- By 2030: HR must have mastered AI governance, implemented bias testing and transparency standards, and built strong cross-functional ecosystems with IT, data, and legal.
- By 2027: HR must be confident in buying and implementing AI, with pilots scaled into trusted, auditable systems. HR leaders must hold a recognised seat at the top table for AI strategy.
- By today: HR must start building AI literacy, mapping risks, and setting policy foundations. Small steps now lay the groundwork for transformation later.
The Impact on Business and Society
Working backwards also makes clear the wider impact:
- On business: Competitive advantage will depend on AI-enabled operations that can attract, retain, and develop talent at speed and scale.
- On employees: Work will be redesigned; jobs will be measured differently; continuous learning will be essential.
- On society: HR will be at the frontline of debates on fairness, automation, employment rights, and the social contract between employers and workers.