How does AI work alongside human creativity?

Dr Azka Ghafoor, lecturer in the Department of Management at the University of Otago, provides suggested areas of attention for HR professionals integrating artificial intelligence (AI) into their organisations.

In today’s workplace, the relationship between technology and human input is increasingly important. At the HRNZ Path Capability level –Shapes – HR professionals play a pivotal role in leveraging AI alongside human creativity and agility to drive organisational success while prioritising employee wellbeing.

My equation:

AI efficiency + human creativity and agility = sustainable organisational success + individual wellbeing

underscores that AI and human skills are complementary, not interchangeable. For organisations to succeed, AI’s capabilities must work in tandem with human qualities, ensuring neither overshadows the other.

A Tool For Human Empowerment

AI’s role in HR is to enhance efficiency, not replace human interaction. From automating repetitive tasks to generating data-driven insights, AI allows HR professionals to focus on strategic initiatives. For example, in talent acquisition, AI streamlines candidate screening, reduces biases and enables faster decision-making. This frees up human resources to concentrate on areas like relationship building, which AI cannot effectively replicate.

However, AI-driven efficiency cannot exist in isolation. For it to truly benefit organisations, AI must be implemented with human goals at the forefront. HR professionals must ensure that AI systems are adaptable and evolve with the workforce, enabling – not replacing – the human element. AI should empower creativity, innovation and problem-solving rather than supplant these essential human capabilities.

HUMAN CREATIVITY AND AGILITY: THE HEART OF INNOVATION

While AI offers speed and accuracy, human creativity and agility are irreplaceable. HR professionals bring critical thinking, empathy and adaptability, qualities that AI cannot replicate. Creativity fosters innovation and enables companies to stay competitive in a dynamic market. Human agility – the ability to learn, unlearn and relearn quickly – ensures that organisations can adapt to new challenges and opportunities.

AI should be viewed as a collaborator, not a competitor, to human intelligence.

AI cannot generate the imaginative ideas that human minds can. While AI can recommend solutions based on patterns, it cannot empathise, connect with people or drive cultural transformation. By fostering human creativity and agility, organisations ensure that employees are not just reacting to AI outputs but are actively contributing innovative solutions. Moreover, human agility and adaptability allow organisations to respond more holistically to complex problems that require more than algorithmic logic.

AI AND HUMAN SYNERGY: THE PATH TO SUCCESS

AI should be viewed as a collaborator, not a competitor, to human intelligence. Successful integration of AI within an organisation does not mean AI takes over human functions; rather, it allows people to focus on the most valuable aspects of their roles. HR professionals are in the best position to create environments where human creativity and AI-driven efficiency complement each other, leading to higher productivity, engagement and wellbeing.

AI’s role in HR is to enhance efficiency, not replace human interaction.

I propose the following three areas be considered in the strategic alliance between AI and humans that can help create sustainable success for organisations and their people.

#1 Balancing AI and humancentric skills: While AI excels at data-driven tasks, automation and efficiency, it lacks the emotional intelligence required for managing complex interpersonal dynamics and problem-solving. Continuous learning programmes should prioritise the development of soft skills, such as communication, emotional intelligence, critical thinking, adaptability and conflict resolution, to ensure employees can complement AI’s capabilities. By fostering these skills, organisations create a workforce that uses AI for routine tasks while applying human insights to drive innovation and lead with empathy. HR professionals play a crucial role in embedding these programmes into company culture, tailored to each role’s unique challenges.

#2 Ethical AI use and data privacy: HR teams must establish ethical guidelines and frameworks to regulate AI’s use, ensuring transparency, fairness and data privacy to build trust and minimise bias in decision-making processes. An important first step in this process is collaborating closely with IT teams to assess data security protocols and ensure robust systems are in place to protect sensitive employee information. This partnership is crucial for developing and implementing clear policies on data handling, access control and encryption standards.

#3 Employee wellbeing and workload balance: Organisations should strike a balance by leveraging AI for efficiency while maintaining human oversight in roles requiring critical thinking. By collaborating with IT teams and employees, HR can ensure that AI systems are designed to prioritise employee wellbeing, such as setting limits on work hours, monitoring stress indicators and providing personalised support. This partnership also ensures AIdriven tools do not exacerbate work demands but rather enhance productivity without compromising the human element critical to innovation and wellbeing.

Conclusion

AI can never fully replace human skills, and human creativity alone cannot achieve the speed and scale that AI enables. The true power of AI lies in its ability to enhance human abilities, making HR professionals more effective in driving organisational success and wellbeing. The future of work belongs to organisations that strike the right balance between AI and human potential, ensuring that technology and human skills work together for sustainable, long-term growth.

Dr Azka Ghafoor is a lecturer in the Department of Management at the University of Otago, with experience in corporate training, business development and organisational management. Her research spans the areas of creativity, innovation, employee wellbeing and resource optimisation. Dr Ghafoor has collaborated with national researchers and is keen to engage in future interdisciplinary projects. Currently, she focuses on the impact of disruptions – particularly the rise of AI –on key organisational success indicators in modern workplaces, exploring how the relationship between AI and humans is reshaping organisational dynamics.