Artificial intelligence (AI) is no longer a distant concept or futuristic tool. It has become a core part of how organisations operate.
For Milton Owor, chief people and culture officer at NSSF Uganda, the potential of AI in human resources is transformative, yet its true value lies not in replacing humans but in liberating them to focus on meaningful work.
“Looking back, I often wonder how we managed to do HR without the technology we now have. We spent hours going through paperwork, screening CVs manually, and reviewing processes that AI now handles effortlessly,” Milton reflects.
He adds: “Every organisation I’ve worked with, whether BAT, Shell or GE, had incredible talent. But one constant challenge was the sheer volume of administrative work that slowed us down. AI is finally helping to address that.” He explains that the use of AI in HR is not about cost-cutting alone.
“What it does is free up HR professionals to focus on the things that really make a difference, talent development, organisational culture and creating environments where people can flourish.”
According to Milton, AI handles repetitive, time-consuming tasks such as screening applications, sorting CVs and processing paperwork with speed and accuracy far beyond human capacity.
“Instead of spending days going through files, we now get AI to do the heavy lifting. It’s efficient, fast, and reduces the risk of human error,” he notes.
Balancing efficiency with empathy
While AI can automate certain functions, Milton stresses that it cannot replace the human element.
“There are aspects of HR that no machine can replicate. Understanding people’s motivations, fostering culture, and building trust, these require empathy, intuition, and human judgment,” Milton says.
The introduction of AI, he explains, also opens opportunities for reskilling and redeployment. Milton observes that some roles that were once purely operational can now be shifted to more engaging work.
“An employee who used to spend hours on repetitive tasks can now focus on understanding customer pain points, innovating processes or mentoring talent. It creates limitless possibilities if approached correctly,” he stresses.
A strategic approach to implementation
As Milton points out, adopting AI requires more than technology, it calls for strategy, planning, and care.
“You can’t simply roll out a system and expect it to solve everything. There needs to be a clear purpose, a structured implementation and continuous monitoring to ensure it supports your team, not disrupts it,” he cautions.
The integration process, he adds, should be collaborative. He notes that it starts with engaging the people who will use the system, saying HR professionals need to be part of the design, alongside technology partners, to ensure the AI aligns with actual needs.
“From screening CVs to predicting future hiring requirements, every function must be designed around people first,” Milton explains.
Security and governance, he adds, are critical. “HR handles sensitive data. AI cannot be left unchecked. You must establish protocols, ensure privacy and monitor for accuracy. One wrong input can lead to flawed outcomes, so governance is essential.”
Driving culture through technology
Milton sees artificial intelligence as a powerful enabler for HR, one that can strengthen organisational culture rather than replace the human touch. He believes that by automating repetitive tasks, HR professionals are freed to focus on engagement, talent growth, and shaping the culture that drives performance.
“When AI handles repetitive tasks, HR professionals can focus on building the culture, driving engagement, and supporting talent growth. Culture is the backbone of performance, and technology should amplify, not replace, that human touch,” he says.
Drawing on his experience in multinational companies, Milton highlights how AI can support strategic talent initiatives. At British American Tobacco, he deliberately focused on developing local talent for leadership roles.
“At BAT, we deliberately focused on local talent development. We wanted our top teams to reflect the local context, not just import ready-made talent from outside. AI helps us now to scale that approach efficiently, making processes smoother while still enabling human judgment to shape decisions,” he reflects.
AI also unlocks opportunities for innovation within HR. By reducing operational burdens, teams can contribute to broader business objectives and explore creative ways to develop people.
“When operational burdens are lifted, HR can contribute to broader business objectives. We can explore innovative reward practices, create personalised learning paths, and apply insights from data to drive organisational performance,” he explains.
Reskilling, not replacing
While AI brings efficiency, Milton stresses that it should not be viewed as a threat to employment. Machines may outperform humans at certain tasks, but this opens the door to reskilling and redeploying talent into areas that require creativity and critical thinking.
“Yes, machines can do some tasks better than humans, but that’s an opportunity, not a loss. It’s about reskilling and redeploying talent to areas that require creativity, empathy and critical thinking. That’s where humans will always have an edge,” Milton states.
Milton sees AI as an essential tool in HR, one that reinforces the work of leaders rather than replacing it. He believes it can help unlock human potential and enable strategic thinking across the organisation.
“Our role as HR leaders is to maximise the potential of people. AI is a partner in that mission. It handles the repetitive, enabling humans to focus on strategy, culture, and growth,” he says.
Africa’s workforce advantage
Beyond technology, Milton emphasises the importance of habits in professional development. Reflecting on his reading of The Power of Habit by Charles Duhigg, he notes the value of consistency in shaping behaviours that drive organisational success.
“One of the most powerful tools we have is our ability to shape habits. Whether it’s leadership behaviours, learning routines or engagement practices, consistent habits determine success,” he observes.
This philosophy extends to AI adoption, which Milton likens to embedding a habit within an organisation. He notes that technology implementation requires discipline, monitoring and reflection before it can become part of the corporate culture.
“Implementing technology is like developing a habit in an organisation. It takes discipline, consistency and reflection. You start small, monitor outcomes and gradually embed it into your culture,” he explains.
For Milton, the ultimate goal is to enhance human capabilities rather than diminish them.
Milton envisions AI as a strategic enabler for Africa’s workforce. He believes that the continent’s young, globally connected population can leverage AI to unlock potential in unprecedented ways, provided it is deployed responsibly.
“Our young, globally connected population can leverage AI to unlock potential in ways we never imagined. But we must do it responsibly, ensuring that people are equipped, supported, and empowered,” he adds.
