AI is everywhere, or at least that’s what the headlines scream. From resume screening to sentiment analysis, organisations are adopting artificial intelligence at breakneck speed. But beneath the shiny layer of pilot programs lies a less glamorous truth. Most companies are experimenting, not transforming. We sat down with Balbir Singh, CEO of Great Place to Work® India, to unpack what’s going on behind the curtain.
AI adoption is surging, but until it impacts the bottom line, it remains an experiment. While the AI adoption trend is high, with around 80% of organisations claiming to be on board, most initiatives fail to scale or deliver tangible outcomes.
Q/ So why the gap between adoption and transformation?
Balbir explains, “Intent is there, energy is there, but execution is fragmented. You can’t stitch together true impact unless there’s a strategic view. Right now, everyone’s running experiments without anchoring them to core hiring goals.”
Not the ‘Tool’ but the ‘Thinking’ that matters.
The problem isn’t AI itself; it is how it is being implemented. Most companies look at AI as a technology fix rather than a strategic enabler. There is a noticeable lack in the long-term view on how AI can be augmented efficiently. Many CHROs treat it like a plug-and-play tool, missing the deeper transformation it requires. The roadblocks that remain are employee readiness and organisational resistance, where some leaders have yet to identify the benefit and the real use case of AI. The real shift will come through when legacy business owners start making bold investments in AI.
Q/ What separates leaders from laggards?
We asked Balbir what sets apart companies that are moving the needle. His answer was unequivocal:
“The companies that get it right treat AI hiring as a change management journey. They bring together cross-functional teams: HR, business, tech, and align everyone around a real problem. Whether it’s reducing time-to-hire or advancing diversity, their use cases are specific, and outcomes are measurable.”
From Noise to Narrative
Globally and in India, some organisations are indeed moving the needle. AI is being used for:
- Candidate sourcing by matching skill-based profiles
- Reducing human biases and supporting inclusive hiring practices
- Predicting culture fit
- Nudging hiring managers to close positions faster
- Managing candidate experience and providing them with continued support through AI-powered chatbots
Startups, in particular, are building AI tech for hiring. However, scaling requires institutional backing, something that’s still lagging. The key differentiator between leaders and laggards is the mindset shift: to be AI-ready, and how they can utilise AI as a crucial enabler. This mindset should start from the top, where CEOs and CTOs must actively engage with AI rather than leaving it to their teams.
“Indian organisations aren’t behind, they’re cautious. And that’s not a bad thing. But we need to move from experimentation to execution.”
What Needs to Change?
Balbir outlines a 5-point framework for HR leaders to break free from the pilot trap:
- Align AI to real hiring pain points. Is it speed, quality, or candidate experience?
- Treat it as a change initiative, not just tech deployment. Get stakeholder buy-in early.
- Define success upfront. Know how you’ll measure outcomes before you begin.
- Seek continuous improvement. Organisations must build feedback mechanisms from recruiters and candidates to refine accuracy and relevance.
- Design for Inclusive Experience. AI tools must accommodate neurodiverse, multilingual, and differently abled candidates.
Organisations must establish guardrails to manage risks such as data leaks and data misuse, especially since most don’t control the LLMs they use.
Q3. So what’s at stake if companies keep running pilots without a strategy?
To achieve AI adoption, we must have a clear strategy. Without it, there is no clarity in goal-setting, and we risk making immature decisions, only to later prematurely conclude that it didn’t work out. Either we end up blaming the team or the AI. “Candidate experience suffers, hiring teams get overwhelmed, and leadership loses faith in innovation,” Balbir warns. “Eventually, AI becomes a buzzword rather than a business enabler.”
Balbir Singh is clear-eyed about the promise of AI, but also its pitfalls. “AI is not a silver bullet. It’s an enabler. It can amplify what works, but it can also scale what’s broken.”
“HR teams need to ask: What is the experience we want to create for our candidates, hiring managers, and recruiters? If AI can help us make that experience faster, fairer, or more fulfilling, then it’s worth it. But if it’s just one more tool added to a cluttered stack, it won’t help.”
He also cautions against over-reliance on tech without human checks and balances.
“The human element can’t go away. AI can guide, but judgement, empathy, and context still matter especially in something as personal as hiring.”
Balbir’s parting advice to talent leaders?
- Anchor AI adoption in clear, measurable hiring goals.
- Involve end-users early — recruiters, not just tech teams.
- Focus on agility and change readiness across the organisation, not just on deploying tools.
AI can always surprise people with unpredictable challenges and outcomes. Early focus should be on pivoting strategies for capturing opportunities faster.
“If we don’t take a systems view and we just keep adding tools without changing mindsets or processes, then we will keep running in circles. The goal should be transformation, not just automation,” he signs off.
