AI is already embedded in your HR tools, quietly shaping hiring and promotion decisions. The real risk isn’t adoption—it’s governance, validation, and accountability.

Most AI risk stories start with hackers and end with technical controls. This one doesn’t. It starts with your highest performers on a deadline, reaching for tools you never approved, and handing over the data you rely on to explain

For nearly three decades, HR has pursued a “seat at the table,” yet despite increased investment in engagement programs, culture initiatives, and HR strategy, employee engagement remains stubbornly low and HR’s influence has plateaued. In this follow-up to HR at the Boardroom Table, Sandra Stuart argues that the problem isn’t a lack of programs—it’s a lack of evidence-based decision-making. As AI, disengagement, and workforce risk reshape the workplace, HR’s future may depend on abandoning trends and becoming the organizational function that brings research, data, and uncomfortable truths to leadership before problems become crises.

How hiring decisions break down when the role isn’t clearly defined The scenario is familiar to anyone who has read about Ben Horowitz’s experience building Opsware in The Hard Thing About Hard Things. Everyone said don’t hire him. They hired

The Eightfold lawsuit raises important questions about how AI hiring systems learn from candidate data, influence screening decisions, and shape recruitment outcomes. While the legal claims remain unproven, the case highlights a broader issue: as hiring platforms accumulate data and optimize for efficiency, they may play a growing role in determining who gets noticed, who advances, and how employment opportunities are distributed. This article explores the implications for employers, candidates, and the future of AI-driven recruitment.

Skills-based hiring has become a popular talent strategy, but progress often lags behind the rhetoric. While organizations are removing degree requirements and expanding candidate pools, many hiring decisions still default to familiar signals such as education and employer pedigree. This article examines why the shift is proving difficult and what organizations can do to move from intention to execution.