HR at the Crossroads: Aligning People, AI, and Purpose in Thailand’s Digital Era

At the State of HR in Thailand 2025 forum hosted by Sprout Solutions Thailand, a compelling panel discussion brought into focus the rapidly evolving role of HR in an era defined by artificial intelligence and digital transformation. Far beyond a conversation about tools and technologies, the panel tackled the deeper strategic and cultural questions now confronting HR leaders across industries.

Moderated by Nitin Modi, Director at Deloitte, the session featured three voices offering diverse yet complementary perspectives: Chutima Sribumrungsart, former HR executive at Microsoft and Gulf Energy; Chutchapon Youngwiriyakul, founder of People Matters and a long-time HR transformation consultant; and Bayani Lauraya, Managing Partner at Kreston Thailand.

What emerged from their discussion was a powerful narrative: that HR is no longer an administrative function reacting to change—it is now expected to lead change. And doing so requires not just adopting AI but shaping a culture where people and technology evolve together.

For Chutima Sribumrungsart, AI is not simply a tool to increase efficiency, but a partner in helping people thrive. Drawing from her experiences at Microsoft, she highlighted how technology can play a vital role in enabling employees, from performance tracking and feedback generation to learning and engagement analytics. She called on HR leaders to look beyond tools and start cultivating AI literacy as part of the organizational mindset.

Rather than wait for formal training, Chutima believes employees should be encouraged to explore AI hands-on, the same way they intuitively adapt to consumer apps in daily life. It’s about reframing AI as part of the workplace culture—not something intimidating or overly technical, but as a natural evolution of how we work.

Chutchapon Youngwiriyakul echoed this sentiment, warning against chasing AI trends without clear alignment to business goals. At Thaicom, where he helped craft the company-wide AI framework, the focus was on starting with strategy—asking why AI should be used—before diving into how.

He emphasized that HR must collaborate closely with IT and Legal when introducing AI-driven processes, especially in areas like data privacy and governance. According to Deloitte’s HR transformation research, adoption is most successful when leaders are realistic about expectations and allow experimentation without demanding immediate results.

From an executive lens, Bayani Lauraya offered a pragmatic view: AI should be seen as a way to scale productivity, not as a replacement for human capital. In his firm, tools like ChatGPT, Microsoft Copilot, Fireflies, and Claude are used to streamline tasks ranging from legal reviews to candidate interviews.

Bayani likened AI to having a “Harvard MBA assistant” on call—an always-available resource to support employees in decision-making and routine tasks. But, he cautioned, this must be done responsibly. He laid out a framework for AI governance in three parts: compliance with internal policy, legal/regulatory standards, and personal data protection(PDPA compliance).

Rather than treating AI as a solution for isolated functions, Chutima encouraged HR leaders to embed it across the full employee experience. She described real-world applications, from using AI to align organizational goals with individual KPIs, to AI-generated self-assessments and management feedback, to sentiment tracking after company-wide events.

Such integration not only enhances operational efficiency but can foster a more transparent and responsive culture—provided that teams are equipped with the right mindsets and support systems. Research from Microsoft’s Work Trend Index shows that 75% of knowledge workers now use AI at work, with users reporting significant improvements in productivity and job satisfaction.

The discussion returned often to the theme of culture. As the panelists agreed, no amount of investment in AI software will deliver results unless employees understand how to use it and why it matters. The emphasis should be on small, visible wins, supported by leaders who model curiosity and provide access—starting perhaps with a few pilot teams before scaling adoption.

Bayani emphasized that while budget is important, so is commitment. “You have to pay for tools, yes,” he said, “but more importantly, you have to invest in the mindset needed to use them well.”

When asked about Thailand’s language challenges in adopting AI, all three panelists agreed: the real obstacle is no longer language—it’s perception. With growing Thai language support across tools and better accessibility overall, the burden now lies in leadership creating space for experimentation and learning.

As Chutchapon put it, “We don’t need a training course to use Facebook. The same should apply to AI—if the culture supports learning, people will adapt.”

As the session closed, moderator Nitin Modi reflected on the central theme: that HR is being called not just to adapt but to lead. In this new world of work, AI is not a standalone initiative—it is part of a broader shift toward agile, intelligent, and human-centered organizations.

What HR builds today—through its policies, its people, and its approach to technology—will define how Thailand’s workforce grows, competes, and thrives in the years ahead.