Fullstack HR

You can ask AI to complete a task. Someone still has to decide which task matters, how it connects to the rest of the business, and what happens next.Sam Pasupalak, co-founder and CEO of Skyfall AI, joins me to talk about his team's ambition to build an AI CEO. We discuss why he sees planning as the missing piece, how world models could help a system anticipate the consequences of business decisions, and why learning continuously remains a difficult research problem.Sam also draws a line between the operations he wants to automate and the employee relationships and motivation he believes will stay human.And we get into where he expects automation to arrive first: small online businesses, including SaaS and direct-to-consumer companies, with very different implications from those he sees for larger organizations.

Candidates use AI to write applications. Companies use AI to filter them. Everyone ends up frustrated. So how do we break the hiring doom loop?Sharawn Tipton, Chief People Officer at Greenhouse, joins Johannes Sundlo to discuss what happens when you give candidates a chance to speak before judging their CV.We explore voice AI interviews, the candidates recruiters might otherwise miss, and why transparency, the option to opt out, and clear human accountability matter. Sharawn also shares how her own HR team uses AI every day, how she thinks about AI slop, and what she believes HR leaders should stop doing on Monday.Plus, a lesson from her grandmother that applies surprisingly well to AI.

You can get everyone using AI and still have very little to show for it.Syed Ali Abbas, Global VP of People for Business Units at HelloFresh, joins me to talk about what the company is doing with AI and how it judges whether the work is paying off.We discuss the data cleanup behind its AI efforts, a US pilot offering 350 recipes to more than 25,000 customers, and what happens when the pace of change leaves employees and managers struggling to keep up.Abbas also explains why HelloFresh gave people time to learn before building AI into performance expectations, starting with a skills self-assessment that neither HR nor managers could see.And we get into his objection to HR leaders trying to become the CTO, along with the work he wants HR to focus on: redesigning workflows, developing people, and helping the business get results.

Kantar has around 12,000 employees and around 15,000 agents. Andy Doyle is responsible for both, and he explains how they reached that scale in 18 months without an engineering army.In this episode:Why the CEO pushed for the title Chief People and Agent Officer, and what it changes in practiceThe bet behind giving all 12,000 people Copilot in three months, from 300 pilot licenses to everybodyChange influencers instead of change champions, and the control Andy gave up to make it workThe agent that cut a monthly HR and finance reconciliation from a week to 10 minutesKantar's target of resolving 95% of HR service queries without a human, and the three agents that guard the risk lineThe agent factory, run out of HR, with 70 citizen builders and none of them from the technology functionWhy the HR community has the highest AI usage of any function at KantarWith Andy Doyle, Chief People and Agent Officer at Kantar.Links mentioned:Andy Doyle on LinkedIn → https://www.linkedin.com/in/ajdoyle/

In May I argued that AI is a work tool, not a perk. Three months and a lot of client work later, the gap between the people who have it and the people who don't is not closing. It's growing, and most organizations are fuelling it without meaning to.In this episode:- Why well-intentioned license decisions end up splitting your workforce in two- The two cohorts living side by side in the same organization, one running fast with their own Claude and ChatGPT setups, one barely started- The mechanism behind it, licenses follow whoever is comfortable asking- Why one client is taking AI access to the union negotiating table, and why I think they're right- Equal opportunity has to include the tools, not just the loud and vocal- The real missing piece, nobody has defined why AI matters for this organization- Why leaders can't be strategic about AI without being practical with it firstLinks mentioned:- AI Is a Work Tool, Not a Perk → https://www.fullstackhr.io/p/ai-is-a-work-tool-not-a-perkSubscribe to the FullStack HR newsletter → https://fullstackhr.io