Only 8% of HR leaders believe their managers have the skills to use artificial intelligence effectively, according to a Gartner survey published recently. The research, which polled 114 HR leaders globally, highlights a significant gap between expectations and preparedness as companies expand their use of AI in the workplace.

Despite the low confidence in managerial ability, one in three HR leaders said their organisations already expect higher performance from employees when they use AI. Carolina Engels, Senior Principal in Gartner’s HR practice, said AI offers scope to reshape management. “When deployed correctly, AI-augmented management – automating routine tasks that don’t require human input and supporting day-to-day management decisions with timely, AI-driven insights – enables managers to focus on being more strategic, human-centric, and impactful,” Engels stated.

The survey found that 79% of HR leaders want the HR function to enable and motivate employees to use technology in ways that promote organisational growth. This comes as chief human resources officers (CHROs) continue to rank leadership and management effectiveness as a top priority.

To close the skills gap, Gartner advised CHROs to take four immediate steps. First, set guardrails before scaling AI. Gartner noted that leaders must define rules for AI use and partner with Legal and Risk teams to establish ethical boundaries and approval processes. Second, co-design evolving roles by working with managers to identify tasks best suited for automation, such as reviewing performance data or drafting feedback, while coordinating with IT teams on feasibility.

Third, prioritise human-centric leadership by selecting AI tools that strengthen, rather than replace, the human element of management. Engels said this could mean using AI insights to help managers coach staff more effectively. Finally, curate learning paths for managers and employees. Gartner reported that only 14% of organisations currently provide support for managers on integrating generative AI into daily work. The firm recommended AI literacy programmes that combine hands-on learning, internal guidance and peer-to-peer knowledge sharing.

Engels warned that the emergence of generative AI was already reshaping the scope of management. “The currently available and the emerging AI tools landscape is flipping the manager role from managing information and decisions to coordinating insights and predicting the needs of employees,” she said. “While AI should not be used to replace managers, it can be used as a tool to empower them to spend more meaningful time with their direct reports.”