AI is not the enemy of good work
It’s how we make work better
IF YOU work in human resources (HR), you are probably using artificial intelligence (AI) – whether it is built into your tools or you are asking ChatGPT for help with a tricky e-mail.
Still, there is this odd trend I have noticed: some people seem proud to avoid AI completely. Not just in HR, but almost every area of business. As if doing things the hard way makes their work more meaningful.
Here is the truth: good work is not about effort. It is about impact.
The way I see it, AI is not a threat to human potential. It is a way to scale it. HR teams managing global, distributed work have a lot on their plates, and AI helps them focus on what actually matters: unlocking smarter, more inclusive, more efficient and more adaptable teams.
Nobody gets bonus points for doing things the long way. Most stakeholders, be it employees or executives, focus more on delivery rather than the journey.
A lot of resistance to AI comes from fear – of job loss, of losing control, of what it all might mean. But that fear misses the point. AI is not replacing people. It is making their work better. The real question is not should we use it – it is how we use it.
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I am not the only one saying this. Nvidia chief executive officer Jensen Huang put it well: “You are not going to lose your job to AI, but you’re going to lose your job to someone who uses AI.”
Of course, AI is not perfect. It can make mistakes. It can get things wrong. But that is not a reason to avoid it. It is a reason to learn how to use it better.
Let us not forget: today is the worst AI will ever be. It is only getting better – faster, smarter, more reliable. And it works best when paired with people. Tools like generative AI are only as good as the prompts we give them.
Talent scarcity in the Asia-Pacific has been a significant challenge lately. Multiple studies show that HR leaders in the region are finding it harder to hire and retain talent. Sourcing talent through remote work is becoming increasingly popular, with 78 per cent of Asia-Pacific companies planning to hire remotely in the next 12 to 18 months.
I cannot emphasise enough how remote work can alleviate some of these hiring woes – from offering greater flexibility for jobseekers, expanding the existing talent pool and equalising opportunities in a market as diverse as the Asia-Pacific. Yet, remote hiring and building globally distributed teams comes with its own challenges.
That said, AI can make this easier in a couple of ways.
Skills equaliser in global hiring
Hiring has always had bias baked in – who you know, where you studied, where you live. AI can help change that. It evaluates people on what they can do, not where they are from.
With the right tools, a self-taught developer in Indonesia can stand shoulder to shoulder with a Harvard grad. AI helps level the playing field and, when combined with remote work, it opens doors that used to be locked.
Data-driven productivity
AI also makes work smoother. Smart tools help balance workloads, automate busywork and reduce the need for micromanagement.
AI scheduling tools cut through time zone chaos, which is critical when you have a team spread across Australia, Singapore, India and South Korea. Predictive analytics show when teams are at risk of burnout. All of this frees people to do more focused, meaningful work.
Staying compliant while managing and scaling a global team also adds to the workload of HR teams. They need access to updated employment laws and localised knowledge on compliance, to reduce risk and expand confidently across borders.
AI reduces this manual workload, providing quick access to crucial information for HR teams to support hiring and streamline global operations.
As businesses grow internationally, managing global payroll is often a huge challenge for HR. Tax structures, payment methods and regulations for compensation are a complex landscape to navigate while still ensuring accurate, time-sensitive payroll and benefits.
AI and automation for global payroll ensures domestic and international employees or contractors are paid accurately and enables streamlined tax filings, so HR teams can focus on more valuable work.
The path forward: AI as a strategic lever
Not every job will change overnight, and not everyone needs to become an AI expert. But leaders do need to pay attention. This is not hype – it is a real shift. And it is not “humans versus machines”. It is humans with machines.
Yes, the headlines can sound bleak – entry-level jobs under threat, workforces unprepared. But AI is not some runaway force. It is a tool. Learn it, use it, and you will build stronger, more resilient teams.
So if you are still sceptical, ask yourself this: Are you more committed to how work gets done, or what gets done?
AI helps us do more, faster. And that is the point.
The writer is CEO and co-founder of Remote
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