Based on the data collected through the Barometer of AI in HR in Canada, organizational psychologist Jean-Baptiste Audrerie shares key insights on how organizations can better frame and manage AI usage in the workplace.
How are HR professionals using AI, and how is it transforming their work? That is the question addressed by the first edition of the Barometer of AI in HR in Canada, published in February 2026.
Jean-Baptiste Audrerie, co-founder of NEXA RH, launched this initiative, which surveyed 336 HR professionals across the country. This organizational psychologist and technology consultant analyzed the data to identify major trends and the gray areas surrounding AI in organizations.
AI welcomed with enthusiasm
One of the findings that stood out most to Jean-Baptiste Audrerie was the enthusiasm with which HR professionals embraced AI:
- 91% consider AI an opportunity
- 75% say AI has improved productivity in recruitment
- 66% use AI for recruitment
- 57% use AI for training and skills development
- 44% say they have a good or very good understanding of AI
Another observation: AI adoption is stronger in both small and large organizations than in mid-sized companies.
Jean-Baptiste Audrerie explains this trend by noting that large organizations have the budgets to invest in AI tools, while smaller companies often rely on low-cost individual subscriptions.
“In mid-sized companies with 900 to 5,000 employees, governance tends to slow things down,” he explains.
A real productivity gain
For most HR professionals, AI is synonymous with efficiency.
It is primarily used for everyday tasks such as drafting emails, policies, and other documents. It is also particularly useful for handling repetitive questions related to time banks, schedules, internal policies, or collective agreements.
Jean-Baptiste Audrerie cites the example of a 35-employee company using Microsoft Copilot for this time-consuming work.
“AI searches information through their documents, policies, and procedures, and answers employees directly without interrupting the finance employee responsible for leave management and time banks,” he explains.
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Let’s talkThe AI confusion
The Barometer results also reveal what Jean-Baptiste Audrerie refers to as “AI confusion.”
“Everyone talks about AI as if it only meant ChatGPT,” he notes.
Yet several types of AI exist, and they do not all serve the same purpose.
The three main categories of AI
- Generative AI :This is the most widely adopted category due to the popularity of tools such as ChatGPT, Gemini, and Claude. These assistants help users complete various tasks. “Many recruiters use it to draft job descriptions, job postings, and interview questions, summarize candidate interviews, create reports for managers, prepare letters, and more,” explains Jean-Baptiste Audrerie.
- Agentic AI: “We are no longer talking about assistants, but agents. That semantic nuance is extremely important. Agents act.” Agentic AI enables the automation of certain tasks. For example, candidates can use it during their job search to automatically submit resumes to multiple ATS platforms (Applicant Tracking Systems).
- Predictive AI: “HR professionals reported that they still make limited use of predictive AI. Yet it has existed for a very long time,” says Jean-Baptiste Audrerie. Predictive AI analyzes large volumes of historical data to anticipate future trends.
For example, SIGMA-HR’s workforce management software uses trained algorithms to improve workforce forecasting and optimize task assignments and scheduling.
Shadow AI: the hidden risk
According to Jean-Baptiste Audrerie, the most significant gray area surrounding AI in organizations is what is commonly called Shadow AI. Many employees use tools such as ChatGPT, Gemini, or Claude at work without management approval.
Most of the time, this behavior is not malicious but stems from a lack of awareness.
The Barometer reveals that 67% of HR professionals use AI individually in a professional context.
“Shadow AI is a real challenge for HR. For example, someone could unknowingly upload sensitive personal data, which violates Quebec’s Law 25,” warns the expert.
Good and bad uses of AI in HR
According to Jean-Baptiste Audrerie, organizations must clearly define which HR tasks can and cannot be delegated to AI.
Generative AI should not be used to:
- compare resumes and select finalists
- create psychometric testing questions for profiling purposes
- evaluate candidate competencies solely from interview transcripts
- generate job descriptions, personalized responses, or offer letters without human validation
However, professional AI tools can be used to:
- identify required skills and draft interview questions
- create outreach messages for candidates
- write employer-brand-oriented job descriptions
- formulate behavioral interview questions based on competency analysis
- transcribe and summarize interviews
- generate evaluation briefs for hiring managers
- build personalized onboarding and integration plans
The expert also insists on one fundamental rule:
“No decision should ever be made by AI.”
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To reduce harmful AI practices, organizations should:
- Implement AI governance policies and procedures
- Provide training on best practices
- Encourage employees to move away from unsecured “pocket AI” applications
- Invest in:
- AI-enabled HR management solution
- enterprise AI platforms
In addition to protecting confidential data, these tools centralize information and allow the entire organization to benefit from shared knowledge.
Employees collectively improve AI models over time — something isolated individual queries cannot achieve.
The role of HR in AI governance
The Barometer shows that only 8% of HR professionals currently lead AI governance initiatives, while 27% act as partners in these projects.
According to Jean-Baptiste Audrerie, organizations should implement AI governance jointly through IT and HR teams.
“Why? Because AI is transforming organizational structures, expertise, jobs, skills, and even recruitment methods.”
HR teams must help design new processes that integrate AI.
For each job category, organizations should determine the appropriate role of technology. Some tasks should remain fully human, while others can be performed collaboratively with AI or automated through agentic AI.
“There are many human issues surrounding AI: adoption, certainly, but also delegation and responsibility,” says Jean-Baptiste Audrerie.
“HR must have a seat at the decision-making table.”
FAQ
What is Shadow AI in the workplace?
Shadow AI refers to the use of unauthorized AI tools by employees in their day-to-day work. This practice can create significant risks related to data confidentiality, compliance, and information security.
What AI uses should be avoided in HR?
AI should not make decisions in place of humans. For example, it should not be used on its own to select candidates, assess competencies, or generate hiring decisions without human validation.
What role should HR play in AI governance?
HR teams should play an active role in governing AI within organizations. Their role is to help define policies, support employees, oversee AI usage, and rethink work processes to ensure AI is integrated responsibly and strategically.
What role should HR play in AI governance?
HR teams must play an active role in governing AI within organizations. Their role is to help define policies, support employees, oversee AI usage, and rethink work processes to ensure AI is integrated responsibly and strategically.