From Blueprint to Build: How HR Can Lead a GenAI Implementation Plan

In a previous post, I argued that GenAI is transforming the nature of work, and that HR must be its architect—not a bystander. But once you’ve committed to that leadership role, the real question becomes: what does a GenAI implementation plan actually look like?

Many companies are stuck in early-stage pilots—testing tools like ChatGPT or Copilot in various corners of the business. These experiments create excitement, but often lack cohesiveness or follow-through. Without structure, alignment, and accountability, GenAI initiatives risk stalling in what one firm aptly called the “illusionist” phase: high visibility, low impact.

To move beyond experimentation and toward enterprise value, HR must lead with a plan. Here’s how:

1. Set the Strategic Foundation: Why Are You Doing This?

Before deploying GenAI, HR must define its strategic intent. What are you solving for?

• Reducing administrative load in HR Ops?

• Scaling skills-based workforce planning?

• Personalizing learning at scale?

• Redesigning roles to free up human potential?

This is where the business case starts. Tie GenAI to workforce productivity, agility, and business outcomes. Don’t chase use cases—anchor them in purpose.

2. Diagnose Readiness: Do You Have the Foundations?

Next, assess whether the organization is ready to support GenAI.

Key areas to evaluate:

• Data infrastructure: Is your workforce data structured, connected, and trustworthy?

• Skills and fluency: Do employees (including in HR) know how to work with GenAI in a broad AND deep way, including data management and integration with other systems?

• Governance: Are there clear principles for ethical, safe, and secure use?

• Leadership alignment: Do senior leaders support transformation, not just tech adoption?

Without readiness, even the best GenAI tools will under-deliver.

3. Identify High-Value Use Cases: Where Can You Start?

Begin by selecting use cases where GenAI can create visible impact with low friction.

For HR, this could include, among many other possible examples:

• Automating policy and handbook queries with AI agents

• Using GenAI to co-draft job descriptions or interview guides

• Enhancing internal mobility tools with AI-powered skill matching

• Designing team-based incentives using scenario models

Don’t try to “transform HR” all at once. Instead, look for problems where GenAI helps solve a real bottleneck, then work outward from there.

4. Pilot with Purpose: How Will You Test and Learn?

Once use cases are identified, launch focused pilot programs. Each pilot should include:

• A clear owner and measurable objectives

• A defined timeframe and success metrics

• A team that addresses HR content as well as IT specifications, including data quality

• Feedback loops for users and stakeholders

• Risk and ethics oversight

This is where HR can build confidence, gather proof points, and refine the playbook for broader rollout.

5. Build the Operating Model: Who Will Drive This at Scale?

To move beyond pilots, you need an operating structure. Some companies are forming GenAI Transformation Offices—cross-functional teams that:

• Manage the roadmap

• Ensure compliance and governance

• Drive change and adoption

• Report impact to leadership

HR should have a central seat in this team. We bring talent insights as well as the mandate to redesign how people work.

6. Upskill the Workforce: Are People Ready for GenAI?

GenAI is a tool—but only if people know how to use it. HR must lead a cross-enterprise effort to build AI fluency, not just technical skills.

This includes:

• How to prompt and validate GenAI outputs

• When to rely on human judgment

• What it means to collaborate with AI

• Ethics, privacy, and intellectual property

Learning programs should be embedded into onboarding, team upskilling, and leadership development.

7. Measure What Matters: Are You Seeing Real Impact?

Finally, track outcomes that matter to the business. Go beyond usage stats and ask:

• Are we saving time and reducing costs?

• Are decisions improving through better insights?

• Is GenAI adoption helping us retain and empower talent?

• Are we reducing low-value work and increasing innovation?

Tie these metrics to workforce KPIs and business goals. That’s how HR earns the mandate to scale.

The Path from Pilots to Impact Starts with HR

GenAI implementation is a transformation. And like all transformations, it needs a plan, a team, and a leader.

HR is uniquely positioned to build the roadmap that connects technology to people, culture, and value.

If the last post was a call for HR to become the architect,this one is the construction guide.

You don’t need to control the technology. You need to design the environment where GenAI creates lasting impact.

Let’s stop experimenting—and start building.