Main change in right this moment’s office is not any straightforward job, particularly when staff come from a number of generations, expectations are altering and expertise advances quicker than many groups can comply with. For HR professionals, staying forward includes extra than simply managing processes—it requires guiding staff via change, encouraging studying and fostering a tradition that welcomes experimentation.
These challenges had 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 staff, and insights had 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 dealing with HR leaders in Hong Kong this 12 months.
The survey additionally discovered that whereas over 60% of organizations are exploring AI to scale 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 vary, highlighting that the true problem lies not within the expertise itself however in managing individuals via the change, as AsiaHRM Founder Rita Tsui famous.
Within the newest Asia HR Leaders Stay Sequence, a LinkedIn Stay Sequence 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, notably AI adoption, whereas constructing a tradition of steady studying and a development mindset throughout the group.
Ko emphasised that step one in embracing AI—or any new expertise—is for HR leaders to steer by instance. “Now we have to stroll the speak,” she stated. “As HR leaders, it’s important to grasp how AI works, experiment with out there instruments and champion adoption throughout the group.”
See additionally: These are the 5 pillars driving Mattel’s worker wellbeing technique
Mattel’s AI journey contains demystifying, highlighting advantages
Mattel’s AI journey started three years in the past with an ideation section, adopted by pilot applications, and extra lately, enterprise integration. Early initiatives included workshops to demystify AI, spotlight its potential advantages and handle dangers reminiscent of 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 staff via adoption.
A vital think about success, Ko defined, is government management involvement. Leaders not solely endorse AI adoption but in addition reveal its sensible use. At Mattel, instruments like Copilot are used to seize assembly minutes, monitor motion objects, put together displays and analyse pulse survey knowledge. Moreover, ChatGPT Enterprise, a safe AI software, has been rolled out globally, permitting staff to boost productiveness throughout a variety of duties. By embedding AI into every day workflows, staff develop familiarity and confidence in utilizing these applied sciences.
Ko additionally emphasised peer steering and cross-functional collaboration. Packages reminiscent of AI communities and AI champion initiatives permit staff 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 development mindset and a tradition of steady studying. Staff have diverse studying preferences—some thrive in group periods, others via self-paced modules and plenty of profit most from hands-on experimentation. Mattel provides a number of studying approaches and encourages staff 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 discovered and challenges.
When assessing readiness, Mattel found early on that some features, reminiscent of design, had been already experimenting with AI, whereas others required extra structured help. By figuring out early adopters and offering focused coaching for different groups, Mattel progressively elevated general competency and engagement.
Ko careworn that AI adoption is essentially a individuals problem. Concern, anxiousness and uncertainty about AI are frequent, and HR’s position is to deal with these issues, foster belief and create confidence. Transparency, openness and robust 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. Packages like AI champions permit HR to establish obstacles, tailor initiatives and showcase advantages, additional encouraging adoption.
Because the session concluded, Ko left HR professionals with a transparent message: “AI won’t change us—however those that perceive AI will thrive. The faster we study, the extra AI turns into a associate to assist us obtain our aims and make a significant impression within the group.”
