AI has arrived in HR mostly as a marketing claim. Some of it is genuinely useful. Much of it is a rules engine with a new label.
Where it currently helps
Drafting and summarising text, sifting large volumes of unstructured applications, and surfacing patterns in engagement or attrition data that a person would not have thought to query.
Where it does not
Anywhere the decision must be explained. If you cannot articulate why a candidate was ranked where they were, the tool has created a compliance liability, not an efficiency.
Start with data quality
Every credible use case depends on clean, consistent HR data. Organizations that skip that step get confident answers built on unreliable inputs — the worst of both worlds.