This Talent Table discussed the importance of aligning HR and IT functions to enhance organizational efficiency and AI integration. Kirsten Mikesh, Jennifer Byrnes, and Martin Colyer emphasized the need for a collaborative approach, highlighting shared goals such as reducing cycle times and improving employee engagement. They stressed the significance of transparency, proactive communication, and a shared roadmap. The conversation also covered the importance of future-ready skills, ethical considerations in AI implementation, and the necessity of an AI governance group to ensure compliance and effective decision-making. Practical advice included starting with small projects and focusing on human-centric approaches.

Introduction

• Rebecca Warren introduces the webinar, mentioning the presence of three guests: Kirsten Mikesh, Jennifer Byrnes, and Martin Colyer.
• Rebecca explains the use of widgets at the bottom of the screen for asking questions, further reading, and signing up for future events.
• Rebecca outlines the agenda, emphasizing the importance of collaboration between HR and IT.
• Rebecca introduces the guests, starting with Kirsten Mikesh from Finley.

Guest introductions

• Kirsten Mikesh introduces herself as the leader of people and culture at Finley, expressing excitement about the topic.
• Jennifer Byrnes introduces herself as the leader of technology and innovation at Finley, looking forward to the conversation.
• Martin Colyer introduces himself as the head of innovation and AI at Lace Partners, an HR transformation business based in the UK.
• Rebecca Warren emphasizes the importance of the discussion and transitions to the first question of the month about the personality of a state.

Discussion on seasonal preferences

• Rebecca asks the guests to share which season shows their state’s true personality: summer or winter.
• Kirsten Mikesh, from Minnesota, chooses summer, highlighting the state’s outdoor spaces and lakes.
• Jennifer Byrnes, also from Minnesota, chooses winter, citing the beauty and outdoor activities like skiing and ice fishing.
• Martin Colyer, from London, mentions the unpredictable weather, which includes all seasons in one day, and shares a positive experience of summer in London.

HR and IT collaboration: Strategic need for change

• Rebecca Warren introduces the main topic: whether HR and IT should work in parallel or in silos, and how this collaboration can supercharge organizations.
• Rebecca discusses the impact of AI and constant change on aligning people and processes.
• Rebecca asks Martin Colyer for his thoughts on the evolution of the relationship between HR and IT.
• Martin Colyer explains the historical adversarial relationship and the current need for a harmonious partnership between HR and IT.

Starting the partnership: Kirsten and Jennifer’s experience

• Rebecca Warren asks Kirsten Mikesh and Jennifer Byrnes about their experience in starting to work closely together.
• Kirsten Mikesh shares that their alignment in thinking made it easier to couple and start the conversation.
• Kirsten mentions a webinar where an attendee commented that HR should lead the transformation, emphasizing the need for a blend of technology and human transformation.
• Jennifer Byrnes adds that their shared backgrounds in transformation and organizational change facilitated the partnership.

Challenges and barriers in collaboration

• Rebecca Warren asks Jennifer Byrnes about any barriers to the partnership and how they overcame them.
• Jennifer Byrnes mentions that their clear roadmap and shared language made it easy to start working closely together.
• Jennifer emphasizes the importance of involving people in the change and ensuring they have a voice in the process.
• Rebecca Warren and the guests discuss the importance of transparency and feedback loops in large matrix organizations.

Leadership and groundswell: Driving change

• Rebecca Warren asks Martin Colyer about the role of leadership in driving the change and whether it should be a groundswell.
• Martin Colyer explains that both leadership-driven change and groundswell are important, with leadership setting the vision and teams driving the execution.
• Martin emphasizes the need for clear understanding and messaging down to the teams.
• Rebecca Warren and the guests discuss the importance of having the right structures and decision-making frameworks in place.

Shared goals and metrics

• Rebecca Warren asks Jennifer Byrnes about compelling shared goals that can cross boundaries between HR and IT.
• Jennifer Byrnes mentions reducing cycle time, improving efficiency, and ensuring adoption of tools and systems.
• Jennifer emphasizes the importance of measuring adoption and employee engagement.
• Rebecca Warren and the guests discuss the need for transparency and feedback loops with clients and stakeholders.

Skill sets for future readiness

• Rebecca Warren asks Kirsten Mikesh about the skill sets they are prioritizing in their organization.
• Kirsten Mikesh mentions that they are defining future-ready skills, both connected to AI and broader organizational needs.
• Kirsten highlights the importance of workplace effectiveness skills and technical skills.
• Rebecca Warren and the guests discuss the need for agility, data literacy, and the behavioral aspects of using AI responsibly.

Emerging technologies and human-in-the-loop

• Rebecca Warren asks Martin Colyer about emerging technologies that can help connect HR and IT functions.
• Martin Colyer emphasizes the importance of communication and the need for a human-in-the-loop approach.
• Martin discusses the role of technology in bridging gaps and the need for a hybrid virtual-physical environment.
• Rebecca Warren and the guests discuss the importance of having the right skills and mindset to adapt to new technologies.

Ethics and compliance in AI workflows

• Rebecca Warren asks about the ethical and compliance considerations in AI workflows.
• Kirsten Mikesh shares her concerns about minimizing bias and ensuring ethical compliance in AI recruitment.
• Kirsten emphasizes the importance of keeping human elements in the process and maintaining trust and relationships.
• Martin Colyer discusses the need for transparency and understanding the implications of AI use.

Actionable advice for the audience

• Rebecca Warren asks each guest for one piece of actionable advice for the audience.
• Martin Colyer recommends setting up an AI governance group to start addressing these issues.
• Jennifer Byrnes advises bringing HR and IT together now, comparing priorities, and practicing joint partnerships.
• Kirsten Mikesh emphasizes the importance of having a conversation and contracting around the what and how to ensure a smoother journey.

Rebecca Warren [00:00]

Welcome to the Talent Table. My name is Rebecca Warren. I’m part of our Talent-centered Transformation practice here at Eightfold, where we focus on skills and AI rather than jobs or job descriptions. Let’s start with our colleagues from Finley. Kjirsten, you’re up first, then Jennifer, then Martin.

Kjirsten Mickesh [01:13]

Hello everyone. I’m Kjirsten Mickesh, and I lead people and culture at Finley. I’m excited to be here today. This topic is something I’m immersed in, and I’m finding a lot of energy from it.

Jennifer Byrnes [01:39]

Good morning or afternoon, depending on where you are. I’m Jennifer Byrnes, and I lead technology and innovation, working alongside Kjirsten at Finley. Delighted to be here.

Martin Colyer [02:00]

Hi there. I’m Martin Colyer. I head up innovation and AI for Lace Partners, an end-to-end HR transformation business based in the UK with many global clients.

Rebecca Warren [02:18]

Before we dive in, I have a question of the month about weather. Which season shows your state’s true personality — winter or summer? We’re not choosing spring or fall. Tell us where you live and which season represents it best.

Kjirsten Mickesh [02:51]

I’m in Minnesota. People assume I’ll say winter since that’s what we’re known for, along with the Mall of America. However, I’ll say summer. The wooded areas, lakes, and incredible outdoor spaces make summer in Minnesota spectacular.

Jennifer Byrnes [03:35]

I’m also in Minnesota, and I’ll choose winter. Winter is my favorite season. It brings the holidays and various outdoor activities like cross-country skiing, downhill skiing, and ice fishing. Minnesota is beautiful in winter.

Rebecca Warren [04:13]

My husband is in camp Jennifer. As long as you have the right clothing, winter is fine. I just don’t like the inconvenience — I want to do what I want when I want. But you’re right, it’s beautiful if you’re dressed appropriately. Martin, what about you?

Martin Colyer [04:37]

As a British person, weather is never far from conversation. I’m based in London, and I can’t pick one season because we get rain, wind, sunshine, or wintry weather all in one day. But if I had to choose, summer in London is unbeatable.

Rebecca Warren [05:06]

I spent a week in London this summer, and I agree — it was wonderful. Let’s jump into our topic, which has nothing to do with weather, although there might be some seasonal parallels. Today we’re discussing whether HR and IT should work in parallel rather than in silos, and if so, how.

We’ve seen headlines lately about organizations merging these functions, which would have been unthinkable a few years ago. After the pandemic, many things changed, and we’ve shifted how we view work. As we’re now defined by AI acceleration and constant change, aligning people and processes is becoming a priority.

Today we’ll explore: How much tighter can HR and IT collaboration get? Can it supercharge your organization, or will it cause problems? How do you start that conversation? And why could this be the key to unlocking AI’s potential across an organization?

The strategic need for change

Rebecca Warren [07:46]

Let’s talk about the strategic need for change. From a tech or strategic perspective, what has changed that makes legacy HR and IT working models less effective? Martin, I’d love your perspective on what you’re seeing and hearing about this potential shift.

Martin Colyer [07:46]

This is a key topic right now. For the past 10-20 years, the relationship between the CIO and CHRO has been primarily tactical — IT provides systems and infrastructure, while HR uses them. That model worked when technology changed slowly.

Now, with AI and rapid technological change, that relationship must become strategic. Organizations need to think about how technology fundamentally transforms work, skills, and culture. This requires HR and IT to collaborate on strategy, not just implementation. The pace of change demands they work as partners, not separate functions.

Rebecca Warren [continuing]

Jennifer and Kjirsten, from your perspective at Finley, what’s driving this need for closer collaboration?

Jennifer Byrnes

At Finley, we’ve seen firsthand that technology decisions impact people, and people decisions require technological support. When we implement new tools or systems, we need HR’s insight into how employees will adapt, what training they need, and how it affects culture.

Similarly, when HR wants to transform talent management or improve employee experience, they need IT’s expertise on what’s possible, what’s secure, and how to implement it effectively. These conversations must happen early and continuously, not just during implementation.

Kjirsten Mickesh

I’ll add that employees don’t distinguish between HR initiatives and IT initiatives—they just see their work experience. If there’s friction between what HR promises and what IT delivers, employees feel it. When we’re aligned from the start, we create seamless experiences that support both productivity and well-being.

Building the foundation for collaboration

Rebecca Warren

Let’s talk about how organizations can build this foundation. What are the practical first steps for HR and IT leaders who want to collaborate more effectively?

Kjirsten Mickesh

Start with a conversation. If you haven’t already, sit down together and discuss what you’re trying to achieve. Create a shared understanding of goals, challenges, and priorities. Then establish clear decision criteria and feedback loops.

You can invest time upfront in aligning expectations and processes, or you’ll spend that time fixing problems later. I strongly recommend putting the time in upfront for a smoother journey with better adoption and fewer obstacles.

Jennifer Byrnes

Compare your priorities and share your roadmaps. Find one project — it doesn’t have to be big—and practice this joint partnership with shared accountability. We’re at a good time for this, near year-end when you’re wrapping things up and planning for next year.

Lead with people. Successful change happens with people, not to people. The human element is crucial as anyone goes through personal or professional changes.

Martin Colyer

Set up an AI governance group. Start with that joint group between HR and IT, plus other interested parties. This creates a framework for making decisions together about technology adoption, ethical considerations, and organizational impact.

AI integration and ethical considerations

Rebecca Warren [51:35]

Let’s discuss AI integration. Kjirsten, you mentioned some considerations around AI recruitment. Can you expand on that?

Kjirsten Mickesh [51:35]

I was talking to a former coworker at a tech company. She said they’re going all-in on AI recruitment — turning over as much as possible to AI. I asked what they’re doing on the front end and back end to audit for bias, ensure ethical compliance, and maintain effectiveness and efficiency. She said, ‘That’s a good question. I’ll need to worry about that.’

There must be ethics built into the design process. You need strong mechanisms to monitor and audit, and you must be able to quickly course-correct. Beyond ethical compliance, consider the user experience. How many of us, when we need human interaction, repeatedly press buttons trying to reach an agent?

In recruitment or any process, identify the points that need to remain human. At Finley, both internally and with clients, we’re known for long-term, trusting partnerships and interpersonal exchange. Our employees consistently say they love that we care—it’s what they tell people about Finley and what they hope we never lose. You must look at AI through that lens.

Rebecca Warren [54:25]

Don’t lose the relationship, but ensure work gets done as effectively and efficiently as possible.

Kjirsten Mickesh [54:35]

One thing that struck me is looking at this through the lens of tasks, not jobs. Don’t think, ‘We don’t need a recruiter because a machine will do it all.’ Instead, ask which tasks in this process or discipline could be automated.

Jennifer Byrnes [55:06]

We want to take the mundane tasks, the drudgery, the things that don’t require the human element, and free up our associates to do human thinking.

Rebecca Warren [55:23]

It should inspire and amplify our creativity, strategy, and ability to do people-focused work. That’s how many folks are looking at it—automate the work we don’t add value to, so we can do value-added work. Martin, your thoughts?

Martin Colyer [55:52]

This is a perfect example of why HR and IT teams need to come together. On the IT side, you need to understand the implications of bias and AI transparency — knowing what the AI is actually doing. That gives you a sense of responsibility and ownership to identify unintended consequences.

We’re seeing risk aversion where people are scared and putting things off, which limits potential use and adoption. Instead of being scared, get practical. Ask: What are the key things we need to consider? What regulation applies? What are the data implications? What are the implications for people?

This work can’t be delayed — it has to start now. We’re on a one-way path. It just depends on which path you take and how quickly you start.

Closing advice

Rebecca Warren [57:25]

What’s one piece of actionable advice for today’s audience? Martin, you may have already answered this, but I’ll let you add to it.

Martin Colyer [57:48]

Get practical and set up an AI governance group. Start with that joint group between HR and IT, plus other interested parties.

Rebecca Warren [58:01]

That AI governance or ethics council is key to asking the right questions so you’re not caught flat-footed. Jennifer, your actionable advice?

Jennifer Byrnes [58:18]

Bring HR and IT together now. Compare your priorities and share your roadmaps. Find one project—it doesn’t have to be big—and practice this joint partnership with shared accountability. Do it now. We’re at year-end, wrapping things up and planning for next year, making this a perfect time.

Lead with people. Successful change happens with people, not to people. The human element is crucial during personal and professional changes.

Rebecca Warren [59:04]

Kjirsten, bring us home.

Kjirsten Mickesh [59:08]

It starts with a conversation if you haven’t already had one, then establishing agreements around the what and the how. You can invest that time upfront or you’ll spend it later. Invest upfront for a smoother journey with better adoption and fewer obstacles, or deal with problems as they arise or at the end when you’re cleaning up. I strongly recommend investing the time upfront.

Rebecca Warren [59:48]

If you invest time upfront—setting up your ethics council, keeping humans in the lead — you’ll probably avoid conflicts later. Thank you all so much. What a great conversation!