What happens when the human in Human Resources is no longer human?
Recently, Amazon announced plans to eliminate as much as 15% of its human resources staff, impacting an estimated 1,500 people globally across its human resources division known as PXT or the People eXperience Technology team. Other companies have taken a similar approach. Earlier this year, IBM cut 200 HR positions and replaced them with AI agents.
Attitudes toward HR have long been polarizing. While some see it as a vital function that promotes organizational health, others criticize it for prioritizing compliance and efficiency over genuine human connection. In response to a LinkedIn post about IBM laying off its HR professionals, one commenter voiced a common frustration:
“Let’s be honest; HR, in majority of the cases, has strayed far from truly managing human resources. It’s often been about minimizing pay, cutting benefits, publishing vague or recycled job descriptions, and ignoring the very people they claim to support. Ghosting job seekers, posting fake ads, and withholding feedback has become far too common. If AI can bring transparency, consistency, and basic human decency back into the process, even if ironically through automation, then maybe it’s not such a bad shift after all. The real question is not whether AI will replace HR but whether it might actually do the job better.” (LinkedIn, 2025).
Another person added, “If AI can send a rejection letter in a reasonable amount of time, it would already be miles ahead of most HR departments.” (LinkedIn, 2025)
This transactional nature is something I recently experienced firsthand. I spoke with a recruiter about a program management role at a local hardware firm. I was genuinely excited, believing their technology could provide real user value. After what I thought was a strong conversation detailing my transferable skills, the recruiter ghosted me for weeks. I finally received a templated email confirming they had decided to move forward with another candidate.
While my experience reflected that of many others, I do not believe that HR professionals are inherently cold or unkind. Instead, they operate within a system that trains them to value efficiency above all else. They must manage large volumes of candidates quickly, so many have adopted a purely transactional approach instead of a relational one. As a result, they prioritize speed and measurable outcomes, relying on standardized templates and workflows to guide their efforts.
The harsh irony is this: In the name of being “professional” and “efficient,” HR staff have already become a partial automaton. They have internalized the requirement of the job that has them competing in a domain where AI would win every time — speed and volume.
A brief message, such as “Thank you for your time, but we are moving forward with another candidate,” can be sent in just 30 seconds. Yet after reviewing thousands of candidates, sending even a small personalized note likely feels inefficient, so HR professionals often skip them. By optimizing for speed and scale, they are playing a game where AI holds the insurmountable advantage.
The reality is that humanity is their competitive advantage. By competing with AI and acting like a machine, they face a stronger and more formidable opponent.
I use HR as an example, but this pattern extends far beyond recruitment. It serves as a warning to all professionals, especially those in technical roles, who have focused too narrowly on measurable results rather than strategic impact. What if professionals, including engineers, project managers, and leaders, stopped trying to out-automate technology and instead focused on the qualities only humans can offer: strategic judgment, ethical thinking, and authentic connection with stakeholders?
To succeed in the future of work, we must move away from the race for transactional efficiency and embrace our unique human presence. That presence is the source of creativity, depth and innovation. As Christian Lund, co-founder of Templafy, said, “The future of work is both more automated — and more human.” (Lund, 2025).
Resources
Adenle, Catherine. (2025). “AI is no longer coming for the future of work, it’s already reshaping it.” LinkedIn, 21 July. Available at: https://www.linkedin.com/posts/catherineadenle_futureofwork-artificialintelligence-hrtech-activity-7352964154028134400-N19P/?utm_source=share&utm_medium=member_android&rcm=ACoAAABKAT0BucBU6wDZ6DM–gwjm21VrqPPDCc.
Catlett, Megan. (2025). “This Exec Says Resisting FOMO Is a Major Challenge in the AI Age: ‘Stay Focused on the Human Being’.” Fortune, 16 October. https://fortune.com/2025/10/16/brillant-earth-grindr-braze-executives-discuss-customer-experience-resist-fomo-stay-focused-on-humans/.
Lund, Christian. (2025). “Why the future of work is both more automated – and more human.” HRD Connect, 26 June. https://www.hrdconnect.com/2025/06/26/why-the-future-of-work-is-both-more-automated-and-more-human/.
Online Bureau. (2025). IBM replaces 200 HR professionals with AI agents. ETHRWorld, 10 May. https://hr.economictimes.indiatimes.com/news/hrtech/ibm-claims-to-have-hired-more-programmers-salespeople-by-replacing-hr-professionals-with-ai-agents/121053363.
Ovide, S. (2025). Amazon is planning a new wave of layoffs, sources say. Fortune, 14 October. https://fortune.com/2025/10/14/amazon-layoffs-pxt-hr-andy-jassy/.
