The Org Chart of the Future: Managing a Workforce of Humans and AI Agents

Most of us have come to perceive artificial intelligence as confined to spreadsheets, chatbots, and backend systems. But the collaborative AI work partner of our near — not distant — future will have an utterly different “mind”: one that comprehensively re-engineers some of the workspace’s foundational elements while working alongside human talent as a teammate to build complex workflows and scale operations.

McKinsey & Company estimated that AI will boost the annual productive capacity of the global economy to the tune of $4.4 trillion by 2030. But this productivity injection is only effective when companies tackle the challenge of integrating AI safely and thoughtfully.

We spoke with Prem Kumar, CEO and co-founder of AI recruiting tech company Humanly, to discuss this shift. A SHRM Labs portfolio company, Humanly builds conversational AI agents to help companies scale their recruiting efforts. Kumar’s views on this subject highlight the core concept of a future in which AI agents are not just supporting actors for employees, but hold actual positions within organizations.

The Current State of AI in HR and Recruiting

The drive to incorporate AI into HR is quickly moving forward and is likely to be a best practice of the future of work. SHRM data showed that 92% of HR leaders currently use AI tools to automate tasks such as resume screening and interview scheduling. However, only 1% of organizations have reached advanced stages of AI maturity. 

Although undeniable efficiency gains exist, it’s clear that barriers remain. About 55% of companies avoid specific AI use cases because they fear the technology will negatively affect data security. That fear underscores a real need for robust governance around the use of AI in hiring. But this is where AI’s dual promise comes into play: It can both speed up the process (at a high volume, if necessary) and improve the experience for candidates who are hired. 

Redefining the Org Chart: Humans and AI as Collaborative Partners

Beyond recruiting and HR, the movement to incorporate AI into the workforce is already happening: 25% of enterprise organizations are actively testing agentic AI to perform tasks by the end of 2025, with enterprise-level adoption forecast to reach 50% by 2027. Progressive leaders are integrating AI into their organizations in the same way they’d think through a new hire — considering if the AI tool will fit the culture, align with the brand, and clearly understand its role. 

“We encourage customers to treat AI like any new hire by writing a job description for it, defining its role, and even ‘interviewing’ it before bringing it on board,” Kumar said. “A key part of that process is asking: ‘What specific problems will this AI solve for us?’ ”

The division of labor is becoming more evident. Routine tasks such as screening resumes, scheduling interviews, and sorting data are being delegated more and more to AI. This leaves recruiters to do what they do best: make strategic decisions, interact with candidates in ways that require empathy, and provide oversight to ensure that the not-so-routine parts of HR are done ethically. If anything, AI is prompting more conversations about the kinds of skills people need to succeed in what are still human jobs, and 75% of HR professionals said they agree this technology will raise the bar for creative and critical thinking skills in the workforce over the next five years. 

Workforce planning has serious work ahead. By 2025, “digital workers” will be core contributors at 30% of organizations. However, with 39% of today’s core skills projected to change by 2030, the future org chart won’t line up humans on one side and machines on the other. It will reward the blending and harmonizing of both. 

The challenge is to design systems that coexist with efficiency and empathy — systems in which every “hire,” human or digital, lines up with your organization’s mission.

Navigating Ethics, Trust, and Cultural Shifts

Trust is still developing. Although 83% of American firms indicated a genuine interest in adopting AI, only 28% said they have faith in the technology’s ability to make reliable decisions. When it comes to AI, a “closed box” seldom engenders trust; because these systems don’t make it clear how they arrive at their conclusions, they summon skepticism. By contrast, a system that can explain itself — by, say, flagging the criteria behind its rankings of job candidates — doesn’t just earn trust because it’s understandable, it also earns trust because it signals a certain kind of accountability.

These concerns over bias, privacy, and resources are critical to address when deploying the workforce org chart of the future. Teams must understand the implications of these issues and the relevance of their solutions. Pioneering a path of workplace ethics, Humanly partnered with AI governance software FairNow to audit its AI solutions. It does all this under a rigorous ethical manifesto, by using the Microsoft Responsible AI framework, and in close association with NYU’s AI Now Institute.

“We go beyond what’s legally required to ensure our AI respects individual rights and is free of bias because it leads to better hiring outcomes, stronger teams, and a more equitable candidate experience for our customers,” Kumar said. 

Framing AI as the role of an assistant, not a competitor, is crucial to getting it adopted. 

“The best hiring decisions still require a human touch. Our AI is designed to support, not replace, human interactions and help hiring teams create genuine connections with candidates,” Kumar said. 

Leaders must communicate how AI alleviates administrative burdens, allowing teams to focus on strategic, empathetic work — a message that quells fears and fosters buy-in.

The divide is salient: “AI done right” involves thoughtful automation, with transparency and controls in place. “AI done wrong” addresses phantom issues, amplifies bias, and disregards privacy — a costly path when 30% of generative AI pilot programs fail due to distrust and lack of tangible consequences for AI.

Practical Integration: Building a Human-AI Workforce

Successful AI integration isn’t about chasing trends for the sake of implementing new technologies. Instead, it’s about solving problems with precision. 

“AI is most powerful when it solves real challenges, so we focus on applying AI where it truly enhances hiring,” Kumar said. “That’s why it’s crucial to start by identifying real bottlenecks: Is your team overwhelmed by high-volume screening? Are candidates disengaging due to slow follow-ups? Pinpoint these friction points, then ask: ‘Can AI help solve them in a meaningful way?’ ”

A phased road map for AI workforce implementation might include the following steps: 

1. Establish intentional Pilots: Work with AI vendors to customize tools for your organization and its pain points. Set up pilot versions of AI agents that represent your organization and manifest your communication style. If you’re piloting the use of a recruiting chatbot, for instance, you'll want to know whether it can conduct preliminary conversations with job applicants without you having to schedule the conversations.
2. Train Teams to Collaborate: Prepare HR teams to “manage” AI agents — interpreting insights, refining prompts, and providing feedback. This new workflow implies learning and development programs to develop a new skill set for communicating effectively with AI agents. 
3. Foster Continuous Improvement: Carry out regular audits of measurable results such as time saved, candidate experience, and performance of hires. Deloitte’s “human in the loop” framework emphasizes the importance of continual, iterative improvement.

Concluding Thoughts

Successful AI agent implementation happens when a coherent vision from leadership is aligned with the readiness of the workforce — 41% of whom are still not sold on the idea of intelligent machines working with humans. HR leaders must take the reins to solve real problems with AI while using ethical guidelines to ensure responsible outcomes and maintaining trust with employees by being explainable.

“At Humanly, we envision AI as a transparent and collaborative partner that works alongside hiring teams with clear logic, human oversight, and accountability, ensuring every decision is fair and effective,” Kumar said. 

The future of work is not people against machines but rather people with machines. To pave the way forward, it’s important to begin with small AI pilots and gauge their success with unwavering attention to detail and metrics monitoring. And keep this in mind: The main value of artificial intelligence becoming a co-worker lies in doing the drudgery, the routine, the stuff that doesn’t call upon our uniquely human capacities.