AI in HR: Why ROI Isn’t the Right Question—Yet

A recent report from MIT underscores the disconnect. Despite billions poured into AI systems—from predictive analytics to generative tools—95% of companies have yet to see measurable impact on their bottom lines. The findings have sparked a wave of introspection among HR leaders tasked with navigating the intersection of technology, talent, and transformation.

In a recent closed-door call with Fortune 500 CHROs spanning industries from manufacturing to fintech, one HR leader hesitantly raised a concern that’s becoming increasingly common in boardrooms: her executive team had asked her to quantify the return on investment (ROI) of their AI initiatives. The request left her perplexed—not because she lacked data, but because the question itself felt misaligned with the current stage of AI adoption.

She wasn’t alone.

A recent report from MIT underscores the disconnect. Despite billions poured into AI systems—from predictive analytics to generative tools—95% of companies have yet to see measurable impact on their bottom lines. The findings have sparked a wave of introspection among HR leaders tasked with navigating the intersection of technology, talent, and transformation.

But not everyone is chasing immediate metrics.

Ruchi Kulhari, Chief Human Resources Officer at IT solutions firm Unisys, offered a counterpoint during the discussion. “If we truly believe AI to be an enabler,” she said, “it’s going to reflect its positives in everything we do—in a strategic, smart way. If we’re looking for that one silver bullet output, we’re kidding ourselves.”

Kulhari emphasized that the real value of AI lies in long-term indicators: improved retention, accelerated upskilling, and eventually, enhanced revenue generation. Her stance reflects a growing sentiment among progressive HR leaders—that AI’s impact is systemic, not transactional.

Teuila Hanson, Chief People Officer at LinkedIn, echoed this view. “You can’t just sprinkle AI on top of existing structures and expect your metrics to skyrocket,” she said. “As an organization, you need to reimagine how work gets done and how ideas are generated.”

This shift—from measuring ROI to rethinking organizational design—is at the heart of today’s HR transformation. It’s not just about deploying tools; it’s about empowering people to challenge legacy systems and embrace new ways of working.

The conversation comes as Fortune’s Brainstorm Tech Summit kicks off in Park City, Utah, where AI’s role in reshaping business models, talent strategies, and leadership paradigms is front and center. The summit features panels, workshops, and keynotes from industry disruptors, including an exclusive podcast interview with Accenture CEO Julie Sweet, who discusses the strategic implications of AI, tariffs, and geopolitical shifts.

Meanwhile, headlines from across the HR landscape continue to reflect the urgency of change:

Bloomberg reports on summer camps teaching trade skills like forklift operation and concrete pouring—replacing traditional activities with career-readiness programs.
Business Insider highlights Amazon CEO Andy Jassy’s cultural overhaul, including monitoring employee phone use and introducing a “bureaucracy mailbox.”
Wall Street Journal explores the phenomenon of “job hugging,” where employees cling to current roles amid economic uncertainty, complicating workforce planning.

And in Fortune’s own “Watercooler” roundup:

Young professionals are facing a “quarter-life crisis,” with rising levels of workplace despair.
Manhattan’s office leasing is rebounding, driven by return-to-office mandates.
A new wave of graduates is pursuing niche business degrees to stand out in a saturated job market.

As AI continues to evolve, so too must the questions we ask. Instead of chasing short-term ROI, HR leaders are being called to lead with vision—reimagining work, empowering talent, and building resilient, future-ready organizations.

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