The Human in Human Resources: Rethinking HRM in the Age of Digital Technology and AI

As a Senior Lecturer in HRM, Organisational Behaviour, and Leadership—and someone deeply immersed in HR Analytics—I’m often asked how I reconcile my fascination with data and digital tools with my unwavering belief in the irreplaceable power of human connection.

My answer is simple: "humans and technology must walk hand in hand". One without the other is incomplete.

We’re in a time of rapid transformation. AI is no longer a futuristic concept—it’s part of our hiring platforms, our learning systems, and even how we evaluate performance. Yet beneath the buzzwords and algorithms lies a deeper question: What kind of workplaces are we building, and for whom?

Learning Beyond the Screen

I’ve seen firsthand how technology can enhance learning—personalised modules, upskilling platforms, and AI-curated content that meets learners where they are. However, true development happens when digital learning is followed by practice, discussion, and reflection. The shift we need is from “click to complete” to “learn to connect.”

In my own teaching, I integrate "hands-on" experiences—live cases, collaborative projects, even simple storytelling sessions. People don’t just grow through content. They grow through context, through being seen and heard, and through the trust built in human relationships.

Data-Informed, Not Data-Defined

As someone who teaches HR Analytics, I value what data can reveal. Yet data is only as meaningful as the questions we ask—and the stories we listen to. A dashboard might show declining engagement, though only a conversation reveals the loneliness behind it. A predictive model might flag top performers, yet only mentorship can help them flourish.

HR professionals are no longer just administrators of people—they are interpreters of human complexity. Our role is to use tech as a torchlight, not a shortcut.

Inclusion, Equity, and Digital Justice

The future of HRM must be built on a foundation of diversity, equity, and inclusion. That means more than hiring from different backgrounds—it means designing digital systems that do not replicate bias, ensuring accessibility for all, and cultivating cultures where every voice matters. The more digital we become, the more we must double down on "empathy, equity, and emotional intelligence". A sense of belonging cannot be automated; that is work only humans can do.

The Quiet Power of Spirituality at Work

There’s another layer to this conversation—one we don’t always talk about in boardrooms or Zoom/ Team meetings: the "spiritual dimension" of work. This is not necessarily religious, but a deeper sense of meaning, connection, and purpose. Technology can optimise tasks, but it cannot nurture the soul of an organisation. That comes from leaders who listen, from cultures that care, and from the quiet dignity of work that is respected and recognised.

As a member of the Bahá’í community, one quote that guides my approach to leadership and learning is:

“Work done in the spirit of service is the highest form of worship.” —

Bahá’u’lláh

This reminds me that HRM is not just about policies or performance—it’s about service—To our colleagues, our communities, and the collective good.

Walking Forward, Together

The future of HR is not either/or—it is "both/and". Both analytical and emotional, both digital and human, both efficient and compassionate.

In this moment of transformation, HR professionals have a sacred opportunity: to be the bridge. To help our organisations move forward with clarity and innovation, "without losing the soul of what makes work worth doing—our shared humanity".

No matter how smart our systems become, people will always remember how we made them feel— and that’s something no algorithm can replace.