For the CHRO and CPO
You have to tell the board what AI does for the company without promising more than you can evidence. This is the material that holds in an executive meeting: sequence, cost, oversight and what to measure each quarter.
What do we change first, what does it cost and when does it show? Most organisations run twenty or more repeating people processes every week. The ones you move first decide what next year looks like.
For the role
The same library, sorted by what you're actually responsible for.
Roles
See where the hours go
A simple inventory of repeating work per HR team. No technology, just a list of what runs weekly and who does it.
One process live, measured before and after
Pick a process with a written quality definition, set the baseline before the build and run in parallel before handover.
From one process to an operating model
A portfolio of agents with shared logging, named owners and a quarterly review with the executive team.
26 poster
How far ahead can we realistically forecast headcount?
A direct answer on realistic headcount forecasting horizons, and why accuracy drops fast beyond a few quarters.
ComparisonWorkforce planning6 minStrategic versus operational workforce planning
A comparison of strategic and operational workforce planning, and why organisations need both running at once.
GuideWorkforce planning6 minScenario planning for workforce cost
How to build two or three workforce cost scenarios that give leadership a real choice, not a single forecast.
GuideWorkforce planning8 minWorkforce demand and supply forecasting, explained plainly
A plain-language guide to forecasting how much workforce you need and how much you will actually have.
Why the pilot looked good and the rollout did not
Pilots often succeed because a small, motivated team gets close support and a manager who champions the change. Rollout removes both at the same time the audience grows, so the same tool meets less attention and more resistance. The fix is to remove support gradually across the rollout, not all at once after the pilot ends.
Manager enablement: the step most AI-in-HR rollouts skip
Most AI-in-HR programmes train end users but leave line managers without a script for the new workflow.
GuideAdoption and change6 minAdoption rate is a model, not a feeling
How to define and track adoption rate as a measurable model instead of relying on impressions from a few power users.
GlossaryGovernance and the EU AI Act4 minHuman oversight, defined
A plain-language definition of human oversight as used in AI governance and the EU AI Act.
ChecklistGovernance and the EU AI Act6 minA DPIA checklist for people analytics projects
A working checklist for scoping a data protection impact assessment before a people analytics project goes live.
Logging and human oversight, built into HR agents from day one
Logging and human oversight are easier to design in from the start than to retrofit after an HR agent is live. Every consequential action an agent takes should be recorded with enough context to review, and a named person should be able to pause, question or reverse it. Treat both as product requirements, not compliance add-ons.
Why employment counts as high-risk under the EU AI Act
What the high-risk classification for employment and worker management means in practice for HR teams.
AnalysisSkills and workforce models6 minSkills data decays faster than most teams plan for
Why skills records go stale within months and how to set a realistic refresh cycle.
GuideSkills and workforce models7 minA skills inventory you can finish this quarter
A scoped approach to building a usable skills inventory in weeks, not years.
GuideSkills and workforce models6 minThe task model: breaking roles into plannable units
How to break a role into tasks small enough to plan capacity, automation and hiring against.
Skills taxonomy versus job architecture
A job architecture defines roles, levels and reporting lines; a skills taxonomy defines the capabilities inside those roles, independent of title. Job architecture answers where someone sits; skills taxonomy answers what they can do. Building a skills taxonomy before job architecture is settled tends to produce lists that nobody can map back to real work.
What should never be automated in HR
A short list of HR decisions that should stay with a human, regardless of how capable agents become.
GuideAgents in HR5 minHuman-in-the-loop levels for HR agents
A four-level scale for how much human review an HR agent needs, from full sign-off to full autonomy.
CaseAgents in HR6 minInside an HR service desk agent, three months in
A synthetic case walking through an HR service desk agent in production, with the numbers behind its performance.
GuideAgents in HR6 minWhat is an HR agent, and where should it stop?
A plain definition of an HR agent, where it earns trust first, and the line it must not cross.
Which HR metrics should reach the board?
Board-level HR metrics should link directly to cost, risk or growth capacity, not activity. Regretted attrition in critical roles, time-to-productivity, and workforce cost as a share of revenue meet that bar. Engagement scores and training completion rates rarely do, because they do not predict a business outcome a board can act on.
Dashboards versus decisions
Why more dashboards rarely produce more decisions, and what actually closes that gap.
GuidePeople analytics and metrics6 minThe metric layer the people function runs on
How a shared metric layer turns scattered HR reporting into one language everyone can trust.
AnalysisHR data quality5 minWorker identity across systems, not just one
Why a stable worker identifier matters more than any single system's own employee ID.
GuideHR data quality6 minWhat an HR data foundation actually is
The structural layer that must be true before any HR model or agent can be trusted.
A four-week pilot plan for an AI-in-HR tool
A four-week pilot plan sets one deliverable per week: baseline and scope, guided first use, independent use with light support, and a decision point with evidence. Each week has a named owner and a checkpoint, so the pilot produces a rollout decision rather than open-ended enthusiasm. This structure works for scheduling, screening, or workforce planning tools alike.
Defining attrition so two teams agree
A concrete rule set for calculating attrition so HR and finance never present conflicting numbers again.
Want to see how this looks in your setup? The intro call takes 30 minutes, and we start with the CHRO view.
You get a straight answer, even when it is no.
From a first agent in production to the full people-function stack.
The full library, searchable and filterable.