Two weeks of skilled labor. Two competent people. One unusable deliverable, and a third week spent reconciling it. "They work faster now," she told me. "But they're working at odds. And working at odds faster just gets you to the wrong place sooner." This is the part of the transition that I think gets consistently underestimated: individual competence with AI does not automatically aggregate into organizational value.

"When you think about it, math is kind of obsolete!” I don’t get a lot of opportunities to be aghast in day-to-day life, but here, to his delight, I had found one that left me with jaw hanging. He had to know that computing is made of math, right? And he worked in medicine! While his laughter at my responses suggested he was slightly exaggerating for effect, it was also clear that he was perfectly serious.

I started Reframing HR to help people leaders lead the AI shift in our profession rather than have it handed to them — practitioner-led education and advisory that treats HR as the strategist driving the technology, not the end user receiving it. One of the ways I do that is by testing HR AI agents for companies, from the inside. I go through the real candidate experience these agents create — applying for the roles, sitting through the video and text interviews, exactly the

I had the pleasure of joining Emily Fenech on the HR Voices Podcast last month to talk about the future of work and the challenges facing people teams today.