Main change in right this moment’s office isn’t any straightforward activity, particularly when workers come from a number of generations, expectations are altering and expertise advances quicker than many groups can comply with. For HR professionals, staying forward entails extra than simply managing processes—it requires guiding workers by way of change, encouraging studying and fostering a tradition that welcomes experimentation.
These challenges have been highlighted in a latest AsiaHRM survey performed between August and September 2025, which interviewed 70 main organizations in Hong Kong. About 45% of respondents employed 1,000-5,000 workers, and insights have been gathered from CHROs and HR Administrators. The survey recognized AI adoption, expertise recruitment and retention, optimizing HR worth with restricted sources, succession planning, multi-generational collaboration and alter administration as the first challenges going through HR leaders in Hong Kong this 12 months.
The survey additionally discovered that whereas over 60% of organizations are exploring AI to cut back workloads, solely 35% are assured of their HR groups’ technological capabilities. Staff are more and more involved about ethics, knowledge privateness and resistance to alter, highlighting that the actual problem lies not within the expertise itself however in managing folks by way of the change, as AsiaHRM Founder Rita Tsui famous.
Within the newest Asia HR Leaders Stay Collection, a LinkedIn Stay Collection organised by AsiaHRM and supported by HRM Asia, Tina Ko, Vice President for HR at Mattel Asia-Pacific, shared insights on how HR leaders can navigate these challenges, significantly AI adoption, whereas constructing a tradition of steady studying and a progress mindset throughout the group.
Ko emphasised that step one in embracing AI—or any new expertise—is for HR leaders to steer by instance. “We’ve got to stroll the discuss,” she stated. “As HR leaders, it’s important to know how AI works, experiment with obtainable instruments and champion adoption throughout the group.”
See additionally: These are the 5 pillars driving Mattel’s worker wellbeing technique
Mattel’s AI journey consists of demystifying, highlighting advantages
Mattel’s AI journey started three years in the past with an ideation section, adopted by pilot applications, and extra not too long ago, enterprise integration. Early initiatives included workshops to demystify AI, spotlight its potential advantages and handle dangers akin to bias, hallucinations and issues about accuracy. By empowering HR groups with information and hands-on expertise, Mattel positioned them as change enablers, able to information workers by way of adoption.
A important think about success, Ko defined, is government management involvement. Leaders not solely endorse AI adoption but in addition display its sensible use. At Mattel, instruments like Copilot are used to seize assembly minutes, observe motion gadgets, put together shows and analyse pulse survey knowledge. Moreover, ChatGPT Enterprise, a safe AI software, has been rolled out globally, permitting workers to reinforce productiveness throughout a variety of duties. By embedding AI into each day workflows, workers develop familiarity and confidence in utilizing these applied sciences.
Ko additionally emphasised peer steering and cross-functional collaboration. Applications akin to AI communities and AI champion initiatives enable workers to share insights, troubleshoot challenges and advocate for adoption inside their groups. These initiatives additionally present HR with key adoption metrics, together with utilization ranges, participation charges and worker suggestions, serving to to trace readiness and handle gaps proactively.
Past expertise, Ko highlighted the significance of cultivating a progress mindset and a tradition of steady studying. Staff have various studying preferences—some thrive in group periods, others by way of self-paced modules and lots of profit most from hands-on experimentation. Mattel provides a number of studying approaches and encourages workers to view each trial as a studying alternative.
“There’s no such phrase as failure—each experiment is an opportunity to study,” Ko stated. Leaders additional embed this mindset by dedicating time in conferences for workers to share insights, classes realized and challenges.
When assessing readiness, Mattel found early on that some capabilities, akin to design, have been already experimenting with AI, whereas others required extra structured assist. By figuring out early adopters and offering focused coaching for different groups, Mattel progressively elevated total competency and engagement.
Ko burdened that AI adoption is essentially a folks problem. Worry, nervousness and uncertainty about AI are widespread, and HR’s function is to deal with these issues, foster belief and create confidence. Transparency, openness and powerful communication are important management qualities for guiding digital transformation efficiently.
Measuring adoption goes past utilizing metrics. Ko famous that engagement in AI communities, participation in studying applications and worker suggestions present perception into each effectiveness and areas for enchancment. Applications like AI champions enable HR to determine boundaries, tailor initiatives and showcase advantages, additional encouraging adoption.
Because the session concluded, Ko left HR professionals with a transparent message: “AI is not going to change us—however those that perceive AI will thrive. The faster we study, the extra AI turns into a accomplice to assist us obtain our aims and make a significant affect within the group.”
