How HCM leaders are tackling today’s workforce AI challenges

The promise of AI is everywhere: streamlined processes, data-driven insights, and more time for strategic work. The reality is messier. Employees struggle with new interfaces, managers debate which decisions to delegate to algorithms, and HR teams scramble to build policies. What seemed like a straightforward technology upgrade is really a fundamental shift in workplace dynamics, and many organisations are learning as they go. 

We asked members of the Dayforce Partner Network to share their perspectives on the biggest workforce AI challenges today and what leaders can do to navigate them. 
 

Brett Ungashick, Founder, OutSail 

The biggest challenge right now is the gap between AI hype and practical implementation. Everyone's talking about AI as this revolutionary force. And it is, but most companies don't have the infrastructure, change management processes, or internal visibility to put it to work effectively. 

AI isn't plug and play. It requires rethinking workflows, redefining roles, and re-educating employees. The challenge is less about the technology itself and more about organisational readiness. 

The solution starts with shifting the conversation from "AI will replace jobs" to "AI will reshape jobs." Companies need to run small, controlled pilots that build trust by showing employees how AI can reduce low-value tasks and create space for more strategic work. Transparency and inclusion are crucial. When employees are brought into the conversation early, allowed to test tools, and asked for their input, scepticism gives way to curiosity. 

Most importantly, organisations need to commit to reinvesting efficiency gains into upskilling employees. If people see that AI isn't just a cost-cutting measure but a growth enabler, resistance drops significantly. The question leaders should be asking isn't just "Can we automate this?" but "What kind of work do we want to make possible because we did?" 

Bill Syrros, National AI Leader, and Jesaiah Mills, National HR Technology and Transformation Leader, BDO Canada 

AI capabilities double quarterly, especially with the proliferation of AI agents. But employee skills, risk controls, and audit hooks lag far behind. The result is a Wild West of ad-hoc agents with no clear audit trail, inviting regulatory blowback and stalling real business value. 

The solution requires treating AI governance and upskilling as a single programme. Organisations need to establish AI controls with proper registries, audit logs, privacy safeguards, and human oversight checkpoints.  At BDO, we have established audit procedures for one of our agentic AI platforms and follow a rigorous audit process aligned with ISO 42001 standards for any agentic AI operating within the firm. Through this platform, every AI agent is treated as part of an auditable digital workforce—registered, verified, and governed with the same accountability standards as human professionals. 

Companies must also invest heavily in training. BDO's programme has delivered AI training, resulting in a 40% improvement in AI-related capabilities among participants. We recommend structured programmes where employees earn skills credentials in areas like prompt crafting, model oversight, and AI ethics. 
 
Leadership plays a critical role in shaping responsible AI use. It starts with modelling how to use AI tools wisely, reinvesting time saved through automation into innovation, employee growth, and well-being. Responsible AI also means accountability: leaders can embed KPIs like explainability coverage, audit completion rates, or privacy risk scores directly into scorecards to keep progress measurable. 
 

JF Poirier, Director of Strategic Partnerships, VidCruiter 

AI has introduced new complexities in hiring and recruitment. The biggest challenge I see is balancing automation with transparency and trust. AI can streamline many processes, but if implemented without careful thought, it can introduce bias, erode candidate confidence, and obscure accountability in high-stakes decisions. 

The key is human-led AI that augments rather than replaces people. At VidCruiter, we integrate AI in ways that enhance efficiency without compromising transparency, such as AI-assisted interview scheduling or intelligent interview guide creation, while ensuring final hiring decisions remain human-driven. 

Organisations should prioritise AI systems that can be explained and audited by both recruiters and candidates. Clear communication is essential. Employees need to understand not just how AI tools work, but why they're being implemented and what benefits they'll provide. 

The question we should all be asking is, "How do we preserve human connection in an AI-driven workplace?" In the race to automate, we risk losing the empathy and relationship-building that are core to a healthy workforce. The future belongs to organisations that leverage AI to enhance humanity, not eliminate it. 

These perspectives point to a clear theme: Successfully adopting AI goes beyond the technology itself. It calls for leadership that sets the tone, governance that builds trust, and training that empowers employees to grow alongside new tools. The organisations that will lead are those that approach AI with ambition and care — moving fast enough to stay competitive while keeping people at the heart of every decision.