HR Leaders Discuss AI at HiBob Future of Work Roundtable
On Wednesday, 17 June 2026, senior HR leaders gathered at HiBob’s London headquarters for an exclusive executive roundtable hosted by HR Chief Magazine.
This private session provided a space for HR and People leaders to discuss some of the most pressing topics in the sector at current – from the AI execution gap, entry-level employees and everything in between.
Several critical touchpoints highlighted how businesses – both big and small – can focus on navigating workforce transformation and building truly skills-based organisations that transcend traditional job titles.
Attendees also discussed the frameworks required to ensure robust governance is practised, as well as the evolution of leadership accountability at the middle-management layer. The practicalities of operationalising AI strategy were also highlighted, to help leaders achieve measurable business value.
Stacy Green, BizClik’s Chief People and Sustainability Officer, said in her opening memo: “It is genuinely fantastic to see so many people from across the HR, people, culture and business community coming together, because ultimately that is what great partnerships are built on: people, collaboration and shared ambition.
“We are entering a new era where AI is transforming how businesses operate, how leaders make decisions and how employees experience work every single day.
“The future of work is no longer a conversation about someday. It is happening right now.”
If you weren’t able to attend the session, here were the key talking points that were missed.
I truly enjoyed meeting the team at HiBob – the conversations were incredibly engaging and insightful, and it was a fantastic opportunity to connect with such a diverse group of people.
The governance divide
Every business has different rules and regulations around AI usage – whether that be strict policies or more open, experimental environments where employees are encouraged to explore with minimal restrictions.
This was a central debate of the evening.
For many, the divide comes down to data compliance, security and capital. High-security or heavily financed firms enforce strict policies to ensure corporate data is ring-fenced, whereas others struggle with funding. As one attendee noted regarding budget constraints, "Money is also an issue – some businesses aren't able to invest as heavily, whereas others have much larger budgets, so they can afford to invest more money into AI."
It was also discussed that where investment is high, corporate accounts are mandatory to protect intellectual property. One executive detailed their zero-tolerance policy for unsanctioned consumer tools: “We have a set of sanctioned tools. For example, we can use Gemini, but we cannot use ChatGPT or personal accounts. If someone gets caught doing that, it’s regarded as gross misconduct.”
“We have a set of sanctioned tools. For example, we can use Gemini, but we cannot use ChatGPT or personal accounts. If someone gets caught doing that, it’s regarded as gross misconduct.”
Managing leaders and tracking ROI
Senior leadership buy-in is vital for businesses to alleviate fear and operationalise adoption across middle management, to overcome what can otherwise become unsolved bottlenecks.
One executive agreed that “Senior Leadership Teams are driving it, but we haven't conquered how to manage managers.”
Others highlighted that they realise that tracking success cannot simply be about counting active users, and thet true evaluation should look at shifting metrics from raw volume, to genuine business impact. One individual stated: “What should be asked is not how many people are using it, but what's the ROI?”
“What should be asked is not how many people are using it, but what's the ROI?”
Entry-level disruption and the mentorship gap
The transition inevitably triggers anxiety, with employees asking: "Is my job safe?" Those terrified of change risk being left behind, a problem most acute for entry-level workers. While AI flips hiring on its head by utilising automated agents for verifying candidates, it disrupts traditional learning pipelines. Grunt work like filing papers is becoming redundant, yet its absence isolates juniors: “By not having the entry-level people, others are staying junior for longer as they’re unable to learn through the interactions of others."
Ultimately, HiBob’s roundtable made it clear: building a people-first organisation requires being highly intentional with AI skills all the way through the talent architecture.
Want access to senior HR decision-makers? Get in touch to host your own executive dinner with HR Chief & BizClik today.
Executives
Stacy Green
Chief People & Sustainability Officer
