Shownotes
In this episode of the Future Proof HR podcast, Thomas Kunjappu sits down with Bea Bouras, Senior Vice President of Human Resources at Newity, to talk about what it takes to make AI part of daily HR work, not just a product or engineering initiative.
Bea shares how Newity moved from early AI experimentation to a broader push for adoption across the workforce. She explains why leadership buy-in, curiosity, tool access, and cross-functional learning all matter when an organization wants AI to become part of how people actually work.
The conversation also looks at the HR function itself. Bea talks about using AI to connect HR data across systems, prepare for performance and recruiting conversations, improve decision-making, and automate work that keeps HR teams away from higher-value human interactions.
Her message for HR leaders is direct: sitting out AI adoption is not a neutral choice. If HR wants to lead change, support the business, and future-proof the function, HR professionals need enough fluency to redesign workflows, guide new tools, and use AI as part of their own development.
Topics Discussed:
- How Bea's experience as a small business owner shaped her approach to HR
- Why HR decisions need to tie back to business impact
- How Newity's work with small businesses influenced its need for a dynamic organization
- Why AI adoption at Newity moved from product use cases to workforce-wide enablement
- How executive buy-in changed the pace of AI adoption
- Why curiosity matters more than simply giving everyone an AI license
- How Newity is using internal programs like "What Else Can AI Do?" to spark adoption
- How HR can use AI to connect performance, payroll, hiring, and knowledge-base data
- Why AI can help HR professionals prepare for better human conversations
- What HR should automate and what should remain relationship-led
- Why AI fluency may become a key expectation for HR talent
- How customized AI tools could reshape internal workflows across the business
If you are an HR leader trying to move your organization from AI interest to real adoption, this episode offers a practical look at the culture, leadership, and workflow changes that help AI become useful in day-to-day work.
Additional Resources:
Transcripts
the acceleration on what you can do from an
2
:HR perspective IS INSANE like
3
:I am
4
:WAY MORE BUSY
5
:than I was
6
:six months ago
7
:I've recruited
8
:my entire
9
:HR career
10
:it comes very second nature
11
:I have noticed a REAL IMPROVEMENT
in those conversations
12
:Thomas Kunjappu: They keep
telling us that it's all over.
13
:For HR, the age of AI is upon
us, and that means HR should
14
:be prepared to be decimated.
15
:We reject that message.
16
:The future of HR won't be handed to us.
17
:Instead, it'll be defined by those
ready to experiment, adopt, and adapt.
18
:Future Proof HR invites these builders to
share what they're trying, how it's going,
19
:what they've learned, and what's next.
20
:We are committed to arming HR
with the AI insights to not
21
:just survive, but to thrive.
22
:Welcome to the Future Proof HR Podcast,
where we explore how forward thinking
23
:HR leaders are redefining what it means
to lead people in a changing world.
24
:I'm your host, Thomas
Kunjappu, CEO of Cleary.
25
:Today's guest is Bea Boris, senior Vice
President of Human Resources at Newity,
26
:A FinTech company focused on expanding
access to capital for small businesses.
27
:Firsthand experience as a former
small business owner herself.
28
:Bea brings an entrepreneurial lens to hr,
balancing scale, customer service, and
29
:now AI enablement across the organization.
30
:So a lot for us to talk about.
31
:Bea, welcome to the podcast.
32
:Bea Bouras: Thank you.
33
:Thank you for having me.
34
:Thomas Kunjappu: Absolutely.
35
:I'm always curious, tell me a little bit
about your business owner experience.
36
:What were some of those experiences
in general that helped shape your
37
:thinking about this path towards hr?
38
:Bea Bouras: Yeah.
39
:I actually started in hr.
40
:So when I graduated, I went
to Cornell, did industrial
41
:labor relations as my major.
42
:I was set up for the HR world.
43
:From that kind of get go, I worked
at Morgan Stanley in their HR
44
:rotational program to start and then.
45
:After two years decided
to start my own business.
46
:always say it was my quarter life crisis.
47
:When I turned 25, I thought
I could do anything.
48
:Had worked at an investment bank.
49
:I think it was a really interesting
experience learning by fire.
50
:I always say it was my mini MBA, but
ultimately my biggest learning was
51
:that, human capital ends up being
such an important resource and so it
52
:reaffirmed my love for the HR practice.
53
:Ultimately was the reason I ended up going
back into HR after having my own business.
54
:So yeah, that's a little
bit about that trajectory.
55
:But it was a bakery in Mexico
City, so very not a not related
56
:to investment banking at all.
57
:Thomas Kunjappu: Oh, wow.
58
:Amazing.
59
:So I think we both had similar quarter
life crisis or we dealt with it in
60
:similar ways, starting a company.
61
:just didn't go to Mexico for
that, but that's interesting.
62
:But then you have an appreciation for
all the, for the business side of things
63
:as you're coming in into an HR role.
64
:Tell me a little bit about the, the story
a little bit over here at, I guess at
65
:Newity and just as for the organization,
because we're gonna talk a little bit
66
:about transformation, but it'd be good
to know what we're transforming from.
67
:Bea Bouras: Yes.
68
:To, I think, to tie it all together one
of the things that, so I'll take a kind
69
:of a step back to your previous question
and then come to this one, but when I
70
:started at Morgan Stanley, we used to
speak a lot about, decision from an HR
71
:perspective, should be driven by the
business, should have a business impact.
72
:There's no better place to learn that
than having your own business, right?
73
:So every single decision ends up tying
back to the business and you feel
74
:it in a real pain or a real success.
75
:So I think that fast forward to
Newity and who we are today, I
76
:think that's really what's allowed
me to become a strategic partner in
77
:the different startups that I've.
78
:Joined and helped grow the HR
function from is understanding
79
:a deep rooted understanding that
everything in the HR function should
80
:be supporting the business strategy.
81
:to answer your question about
Newity and what we do here,
82
:Thomas Kunjappu: Yeah.
83
:Bea Bouras: are a Chicago based FinTech.
84
:We are really focused on creating better
access to capital for small businesses.
85
:So we started during the pandemic
started with facilitating PPP loans.
86
:Very quickly saw an opportunity to
close a gap when it came to small
87
:business financing, and so that's led
us to a lending platform that allows
88
:us to match small business owners with
loan solutions that are best suited
89
:to where they're at in their journey.
90
:Thomas Kunjappu: Got it.
91
:So then it's interesting because
the company has pivoted and evolved
92
:like over, over this time, but kept
the, that the customer, the type
93
:of customer, the small business
94
:Bea Bouras: Yes.
95
:Thomas Kunjappu: center
throughout and then.
96
:With that context, there's
a lot of support, right?
97
:For small businesses where the owner
is wearing a million hats, like as a
98
:bakery owner in Mexico City might know.
99
:And figuring out all the nitty gritty
about details about things with their
100
:bank or their loan or any other aspect of
their business is gonna need some support.
101
:And so that, I imagine is a big piece of
how the organization has grown over time.
102
:Bea Bouras: Yeah, I think it's
interesting there was, I wouldn't
103
:as I was thinking about, us talking
today, what is a common theme that.
104
:Small businesses ha owners have, and
from my own experience, what did I see?
105
:And I think there was a consulting group
that came to speak Newity a couple years
106
:back, and almost everything that you look
at from a capital perspective and why
107
:in a business acquires capital ends up
being related to time and trying to get
108
:time back for the business owner to do
other things, to expand their business.
109
:So that's just a, I think a very
interesting thread that we see, like
110
:that I certainly lived as a business
owner, but then that we see with our
111
:customers every single day at Newity.
112
:Thomas Kunjappu: So it, I guess starting
with PPP loans and you're talking about a.
113
:A company that was forged within,
obviously the COVID kind of timeframe.
114
:And it's evolved as we've gotten past that
to the end of zero interest rate policies.
115
:And we've gotten to a very
different economy, like at this
116
:point, I'm sure the company.
117
:And also your challenges as an HR
leader has also shifted over that time.
118
:How would you characterize
those kind of changes from
119
:your, from the HR perspective?
120
:Bea Bouras: Yeah, I think that become
really clear at Newity is to be
121
:competitive in this space that is.
122
:Prone to change is that we have
to become a very dynamic company.
123
:So I think the challenges that we've faced
as a company have all been around this.
124
:Acceptance that our environment
is constantly in flux, especially
125
:finance, like in financial services.
126
:I think that's the case.
127
:I think the lending space
is particularly like that.
128
:So really building an organization that's
resilient to change and that is able to
129
:stay nimble even as we scale, has been a
core kind of part of the HR strategy here.
130
:Newity.
131
:Thomas Kunjappu: So let's talk a little
bit about the AI transformation though.
132
:So I think earlier when we were talking,
you said it's been windy, not linear.
133
:So maybe we can start at the beginning
though, even though it is windy.
134
:If there is a particular
beginning, was there
135
:Bea Bouras: yeah.
136
:Thomas Kunjappu: a moment that where
everything pushed in a direction.
137
:Bea Bouras: so I think the, I think
we as a company have technology.
138
:We've always been a tech first
company, so I think at our core.
139
:adoption of AI was always gonna be
something that was gonna be within
140
:the realm of possibility for us.
141
:I think we were definitely early
adopters in the sense that we, early
142
:on were thinking about how we could
use it in parts of our platform
143
:and as part of our technology.
144
:What I think is windy about our
journey is that there's been.
145
:lot of change in direction in
how we think of AI as a business.
146
:I think initially it was, Hey,
this is a great technology that we
147
:can use in a piece of our process.
148
:It then went to, Hey, this is
a technology that maybe we can
149
:use throughout our process.
150
:And now, in the last.
151
:Six months has really become, hey, this
is a technology that we should be using
152
:in throughout our entire workforce.
153
:So I think it's, it hasn't been linear
to get to that kind of conclusion,
154
:but it has been an expansion of how
we're thinking of AI in as a company.
155
:Thomas Kunjappu: So that's interesting.
156
:What I'm curious what sparked
that last final transformation,
157
:at least in thinking, which is,
hey, this is, this needs to be
158
:just in, in the very near future.
159
:It's part of everything everywhere, not
just our core like operations rhythm.
160
:Bea Bouras: So I think it's a
161
:Thomas Kunjappu: I.
162
:Bea Bouras: of things.
163
:I think one really important factor
is that as we've scaled as a company.
164
:I think our leadership really came to
the realization that there is no way as
165
:a small leadership team that we can know
what every employee in 120 person company
166
:is living day to day in their operation.
167
:From that perspective and also the
perspective of when we're le dealing
168
:with thousands of customers each day,
we also can't know what their experience
169
:is like every single time they're
touching our services or platforms.
170
:And so the only way to be
truly innovative from an AI.
171
:Tech first perspective is if every single
person that is working at this company has
172
:that mindset and is looking for how they
can implement, AI in their day to day.
173
:The other like kind of second
major catalyst I think is.
174
:Really having our senior
leadership understand how AI
175
:can change the way we work.
176
:I think ultimately that's accelerated
adoption in a very significant way
177
:from thinking, Hey, this is a cool
technology that our product team is
178
:talking about that we can use to make our.
179
:Tech platform better to, this is
gonna change the way fundamentally,
180
:everyone at Newity can add value.
181
:So I think that perspective's
really important.
182
:And ultimately has been the driver of
a lot of this acceleration in adoption.
183
:Thomas Kunjappu: It's really
interesting that you say that.
184
:So there's a sort of buy-in at
the executive level that happens.
185
:I mean at some point.
186
:Typically it is always like the, the folks
in product and software engineering teams
187
:who've been messing around with that,
where there's been a lot of models that
188
:have just really improved the workflows
for that particular type of job who are
189
:just, preaching how amazing it is and
190
:Bea Bouras: Yeah.
191
:Thomas Kunjappu: the board, but then
it's every other team has so much to do.
192
:They're busy.
193
:They're, they have their
own current processes.
194
:But at some point, at least, like
for you guys, you're saying like the
195
:narrative shifted a bit to being,
196
:Bea Bouras: yeah, and
197
:Thomas Kunjappu: bought in on all sides.
198
:Bea Bouras: Yeah, and I think it was,
in part, a lot of that has been led by
199
:our CEOs and our COO who, really took
the time to sit down and understand how.
200
:Not only AI like works, but also how you
can use it in different ways across work.
201
:But more importantly, making it a
priority for their leadership team.
202
:So sitting, we talked about a little bit
of our leadership accelerator program
203
:and how that's been a core component of
AI acceleration, but the almost forcing
204
:the hand of every single leadership
team member to at least understand
205
:AI's capabilities has been a core
component of that acceleration, I think.
206
:Thomas Kunjappu: Interesting.
207
:So broadening the conversation
from just leadership, but just
208
:to change management in general.
209
:AI adoption like we've been talking
about, isn't natural, doesn't like
210
:people aren't all of a sudden.
211
:And just generally rapid change
in general, it's hard, that's a
212
:conversation I have all the time.
213
:People, leaders are meeting resistance and
like seeing all types of issues as they're
214
:trying to, enable and enable change.
215
:And I think, like you said earlier
building that resilience to change
216
:Bea Bouras: yeah.
217
:Thomas Kunjappu: and
within the organization.
218
:Can you tell me about that?
219
:What have you encountered and how have you
been working through the culture shift?
220
:Bea Bouras: Yeah, I think
you are absolutely right.
221
:I think the initial reaction to any
change is there is a suspicion of
222
:what does this really mean for me?
223
:What is what am I not
reading between the lines?
224
:So I think we certainly.
225
:Saw that, especially as we started
to dive really heavily into AI
226
:and then our AI transformation.
227
:I think a very, I think there's a couple
things that have gone well for us that
228
:have allowed to create this curiosity that
you really want around new technologies.
229
:One we already mentioned is the
leadership team adoption and
230
:presentation of this tool as, hey,
this is something that we want everyone
231
:to dive into and really take hold of.
232
:So like that buy-in is important
from those stakeholders.
233
:But I also think that generating
the dialogue has been something that
234
:we've, we're really working around.
235
:I will give you a couple examples.
236
:There we are, actively launching
a monthly series for our whole
237
:company that's gonna be called.
238
:What else can AI do?
239
:The idea again, the what else is,
let's spark curiosity around this topic
240
:and invite a conversation around how
you're using AI instead of dictating
241
:how you should be using it at work.
242
:So I think that from like
a culture perspective is a
243
:really important component.
244
:similarly, we.
245
:We have brought on
different AI tools, some.
246
:At varying degrees, right?
247
:We have a Newity AI assistant that is
available to all members of our team.
248
:We have more expensive tools
that we release on an kind
249
:of add need at need basis.
250
:That's been a really interesting I
think initially the thought process of
251
:design, that these tools are expensive.
252
:Let's be cautious about how we roll 'em
out unless people are really using them.
253
:never said no to anyone.
254
:But I think that the psychology behind,
Hey, this is something that I now have
255
:access to and it is an opportunity
for my development, has created a
256
:real culture of adoption as well.
257
:So I think those two have been
key components in, minimizing
258
:the fear and creating curiosity
around something that's new.
259
:Thomas Kunjappu: I love that.
260
:And I think that is part of the
reason some of these headlines come
261
:out around, ai, transformation gone
awry because there's negative ROI,
262
:people aren't actually like doing
anything with it because you've
263
:gone wall to wall with licenses
for everyone and just say, go nuts.
264
:And it doesn't quite like work that way.
265
:And there's a lot of it is around
people knowing what to do with it or
266
:having the time to experiment with it.
267
:So those are some both very
good tactical, insight.
268
:So leadership round table where you're
going cross-functional, everyone
269
:talking about how from an operation,
operational rhythm standpoint, any
270
:particular example is up for debate or
for to be showcased to spark more ideas.
271
:And then gate, I guess tooling on
curiosity or on specific use cases.
272
:And so have people naturally
come up with those And then,
273
:that's when you pay the piper.
274
:But I'm curious also about you personally,
Bea as you've been going through this.
275
:I could be wrong, but I'm
assuming you were not an AI
276
:expert, going into all of this.
277
:So and you mentioned
that the changes, right?
278
:Like where okay, so like the product
team is talking about it, there's
279
:some operational parts of the, the
financial handling and your, and
280
:the company that you started putting
into it, but then it got to a push
281
:of okay, we need to have everyone
engage in some kind of meaningful way.
282
:How are you processing this and it
broader, like the, your department
283
:and your peers around you at other
organizations as well, right?
284
:Like how do you see the.
285
:The personal transformation stories,
or as people on the HR front.
286
:Bea Bouras: It's a really good question.
287
:So I think.
288
:I'll answer it in a in
a couple components.
289
:A very high level, as I've seen, as
I've been in more of these leadership
290
:round tables where we're sharing
case studies and I've seen how AI is
291
:being used in different departments.
292
:I think that's been very
useful for me to think about.
293
:Okay, a very high level, how can ai,
what can AI do that I can't do well
294
:as a human resources professional?
295
:I think one use case that is very
interesting and that my team is starting
296
:to dig into is the ability for AI to
gather and memorialize large amounts
297
:of data from a lot of different.
298
:Platforms and sources and then be
able to synthesize that in real time
299
:through chat bots or whatever it is.
300
:And so that what it creates is this
really powerful knowledge base about
301
:all the information pulling from
your performance management systems,
302
:from your payroll systems, from your
SharePoints that you can use as an HR
303
:expert to get better, a better picture
on the what otherwise would be a hard.
304
:Sometimes hard to connect
all those dots, right?
305
:Sometimes we have to think
about, am I, do I need a it?
306
:It's hard.
307
:You can look at a performance
management report and see one thing.
308
:You can look at, I don't know, payroll
or hiring trends that you have.
309
:It's hard sometimes to put that
all together and AI does a really
310
:good job of doing that and helping
you think through that process.
311
:So I think that's one way
that we're trying to actively.
312
:Memorialize everything, all
our data points within HR in a
313
:place that we can really extract
by ask, asking questions to.
314
:We use Claude, so to
Claude as our interface.
315
:Other.
316
:Thomas Kunjappu: This has been
a fantastic conversation so far.
317
:If you haven't already done so,
make sure to join our community.
318
:We are building a network of the
most forward-thinking, HR and
319
:people, operational professionals
who are defining the future.
320
:I will personally be sharing
news and ideas around how we
321
:can all thrive in the age of AI.
322
:You can find it at go cleary.com/cleary
323
:community.
324
:Now back to the show.
325
:Bea Bouras: The other, and we've talked
about this before, the other place that
326
:I think AI is really good is helping
you think critically about problems.
327
:So we've talked about it in the context
of performance management of, helping
328
:you think through how to be a better
manager and kind of push you in the
329
:direction of where you need to go.
330
:But I've actually now used it
in a couple other instances.
331
:For example, in recruitment of,
hey, if I have a conversation with
332
:my AI tool that I've set up for
certain parameters, I can make better
333
:hiring decisions because I'm, it's.
334
:Critically asking me about, my
candidate in a way that I am gonna
335
:be, make a better decision on.
336
:Those I think at a high level are
two ways that really, and I think
337
:we're barely from my perspective,
scratching a surface from developing
338
:those tools in kind of the HR space.
339
:From what I hear from my peers,
I hear a lot of automation of
340
:some of the mundane, right?
341
:Like document policy creation.
342
:Even some of the q and a that we
get in hr, like being able to create
343
:something where people can get
answers faster without having to
344
:have an HR professional answer those.
345
:Obviously for research
it's been a big tool.
346
:think some of these other kind of
more complex use cases are gonna be
347
:really interesting to HR as a function.
348
:Thomas Kunjappu: So at this point for you,
does it feel like a technology day-to-day
349
:or more okay, you're like revamping your
entire, I dunno, just like process or
350
:like way of thinking for the department
351
:Bea Bouras: I think it's both, right?
352
:Like we definitely use this
as a technology day to day.
353
:The larger, and that's like
the immediate use case.
354
:The larger goal is, I
think we wanna revamp.
355
:Or take a harder look at all our workflows
as an HR function to see how we can our
356
:process better using AI as like a coworker
throughout those entire workflows.
357
:Thomas Kunjappu: Yeah, that there's
so much po new possibilities
358
:that are like opening up
359
:Bea Bouras: yes.
360
:Thomas Kunjappu: and one
of the things like I.
361
:So you've clearly crossed the
chasm personally of just getting
362
:to the point of, okay, I'm
using this thing like every day.
363
:And not just that, like for, instead
of Googling things, I'm using Claude,
364
:but I'm actually thinking about
processes and, going deeper with
365
:it and being inspired by your peers
who are functional peers, right?
366
:In other orgs or in other functions
who are coming up with great examples.
367
:But one of the points of
hesitancy I've seen it with.
368
:With HR professionals is a
concept that, the whole point is
369
:you're focused on humans, right?
370
:It's all about providing
service, providing answers to
371
:humans to make sure that things
happen for your kind of people.
372
:So how do you like have that, have you
ever had that thought come across where
373
:there are certain things that you feel
like should not be automated or the,
374
:is the whole, experience gonna lead us
to a path where there's gonna be that
375
:human expertise that HR professionals
tend to have is not gonna be as valued.
376
:Bea Bouras: No I certainly think my
goal with all our AI technologies and
377
:it this is like my own very personal
perspective, is I want to be able to
378
:spend time of ours on that human element.
379
:So think.
380
:If anything, I want AI to be a tool
to help those human interactions be
381
:more productive and be better and
deliver that better quality service.
382
:But at the end of the day, I do think
that the human is something that
383
:is gonna be really hard to replace.
384
:I think.
385
:You know it, a lot of times in talking
with a lot of product engineers, like the
386
:trust factor is really important, right?
387
:It's hard to develop
trust with an AI tool.
388
:In the way that you can
develop trust with a human.
389
:And I think that relationship piece
in my perspective, will never go away.
390
:And so from an HR strategy,
I, that's not something that
391
:I necessarily wanna automate.
392
:I wanna automate other things that we're
doing so that we can have those real
393
:interactions day to day with our people.
394
:That's my ultimate goal.
395
:And if anything, make those interactions
better by better preparing ourselves
396
:to have those conversations.
397
:Thomas Kunjappu: Ah, so that I think
neatly ties back to the couple of the
398
:use cases that you had earlier, right?
399
:For example, performance conversations
being way more prepared for that, right?
400
:Or the amount of effort it takes
to really understand the situation.
401
:The nuances for a particular employee
before you get into that could be, I
402
:would argue in effect, most of them
like an HR business partner is not.
403
:It's not going in fully prepared
practically, just because
404
:there's not enough time to
405
:Bea Bouras: Yes.
406
:Thomas Kunjappu: everything
about every single person.
407
:So that's certainly an example, right?
408
:The conversations during
performance management.
409
:So how do you see a path to get from here
to there in terms of like HR talent then?
410
:So you have some of these ideas like of
like where, like different workflows that
411
:you want to reimagine new processes or
more efficient or with AI in, in the loop.
412
:Is the does that mean effectively
that there's a lot of the skill sets
413
:that HR professionals have developed
are gonna be like, there's this whole
414
:new thing that you need to develop on
top of that, which is getting fluent
415
:and building these kind of workflows,
or just how do you imagine the.
416
:The HR team to get there.
417
:Bea Bouras: It's a good question.
418
:I certainly think we as a company,
because we've decided to take this route
419
:right, where we want there to really be
AI adoption in all our workflows, our
420
:product team is dedicated to also helping
us understand and develop these tools.
421
:So I think that ability to really
create customizable tools is a
422
:huge component of that adoption.
423
:So I don't know that we'll ever become
product engineers, certainly as HR
424
:professionals, at least here at Newity,
but I do think that we need to become well
425
:versed enough in that process to be able
to guide the development of new workflows.
426
:And I think that's certainly
something different than we've
427
:ever thought about in the past.
428
:So really understanding how
these con work and understanding.
429
:What they can do.
430
:I think it's important so that you can
rethink and reimagine the way that we
431
:work as an HR function as a whole, right?
432
:So it's hard to redesign something
when you don't know what you
433
:don't know kind of thing.
434
:So I think it's really important
to at least develop a enough
435
:understanding of how AI works so
that you can think about, okay.
436
:What can I actually, what else can I do
with AI not to promote my own series?
437
:Thomas Kunjappu: I don't think
any of us are invited, right?
438
:It's only for new folks Newity, but okay.
439
:What would you say to this?
440
:Maybe it's a straw man argument, but I
think there's some level of this, right?
441
:Which is I'm gonna combine your two
previous points and ask you a question.
442
:You're imagining a future where the HR
professional skill sets, which are much
443
:more focused in on getting in and having
the human connection for all parts of
444
:the employee lifecycle, from onboarding
to performance management, to all these
445
:like moments where it's, there's like
high leverage along with the typical
446
:compliance and knowing, what's what would
protect the business that's important
447
:and will be increasingly important.
448
:And it'll be more of your time,
449
:Bea Bouras: Yeah.
450
:Thomas Kunjappu: right?
451
:As like one, and then what if as an HR
professional, you just wanna skip to that.
452
:So you are, you're already good
at having the human conversations,
453
:understanding like HR process, you
wanna and understanding compliance and
454
:you know how to protect the business.
455
:And you'd rather just
sit this whole thing out.
456
:So you're saying like learning by example,
working with other teams that you really
457
:gets you there, but I dunno what is that?
458
:Is that a, is that viable?
459
:Is there like a path where
you're you can, this is being
460
:set for every, everyone else.
461
:Bea Bouras: it's a good question.
462
:Be honest, I think you end up falling
behind if you take that path of I am
463
:not gonna learn these technologies.
464
:I'm just going to use the end product.
465
:In the amount of time that we've really
accelerated in our AI adoption over
466
:the last six, seven months, I think
something that has been really apparent
467
:to me is that by implementing AI into
your day-to-day and into your workflows,
468
:the acceleration on what you can do
from an HR perspective is insane.
469
:Like my, I am way more busy than I was six
months ago because I'm trying to take on.
470
:lot more initiatives and it's because
of the idea and idea generation and
471
:innovation that's being caused by our
ability to use some of these tools
472
:to accelerate some of our processes.
473
:So I think what ends up happening if
you don't adopt these tools is that
474
:you end up falling out of that, right?
475
:You end up being just maybe it.
476
:A supporter in some of these
initiatives, but not the driver behind
477
:the strategy because you're not part
of this idea and innovation kind of
478
:wave that's created by adopting ai.
479
:At least I think that's
like high level what I would
480
:Thomas Kunjappu: Interesting.
481
:So if you're, to me classically
it's I don't know an HRBP kind of
482
:Bea Bouras: yeah,
483
:Thomas Kunjappu: is classically
the person who's supposed to be
484
:thinking about interpersonal dynamics
485
:Bea Bouras: yeah.
486
:Thomas Kunjappu: and being a coach.
487
:To an executive or executive
team and is helping them make
488
:decisions that will improve their
particular function or the company.
489
:If you are talk, if you happen to
be hiring for such a role and the
490
:person has that perspective, it's
I'm extremely good at that and
491
:Bea Bouras: like I, I'm not gonna, be
492
:Thomas Kunjappu: yeah.
493
:Bea Bouras: I honestly would be
pretty hesitant to hire that person.
494
:Like I, it just from.
495
:Ha, the effect that I've seen
AI's tools ha the exponential.
496
:Performance that has come out of my own
team using AI in their day-to-day and
497
:incorporating it into their workflows.
498
:It would be hard for me to believe that
even if you're the best HR professional,
499
:you can't get better by using these tools.
500
:So I would be pretty hesitant to
bring someone on who is resistant
501
:to that change for that reason.
502
:I think if I think of my own personal
day to day, like even from something,
503
:as silly as a recruitment, I've
recruited my entire HR career.
504
:It comes very second
nature to me at this point.
505
:I have noticed a real improvement in
those conversations that I'm having with
506
:candidates because I am now every one of
my transcriptions to AI to get feedback
507
:on how to better that conversation
for the next candidate I speak to when
508
:I get feedback from hiring managers.
509
:I'm uploading that
information to then tweak my
510
:Of conversation with candidates, so I'm
getting better in, in that feedback loop
511
:is so much faster that if you don't have
it I don't see how you don't get behind.
512
:Thomas Kunjappu: That's interesting
because you framed that obviously
513
:you're talking about yourself, so
that's on, no one can deny that.
514
:But then also as someone who's
experienced in this particular function,
515
:you've been doing this for years, and
516
:Bea Bouras: Yeah.
517
:Thomas Kunjappu: then
you see an improvement.
518
:Why wouldn't everyone, even in,
obviously in things that they're not
519
:experts in, but certainly even in things
that they've been doing for a while.
520
:So what we're skirting around, I
feel like, let me just ask and that's
521
:really what future-proof hr, at
least one big part of it is, how can
522
:you create future proof workplaces?
523
:But then the other part is
future proof HR departments.
524
:Bea Bouras: Okay.
525
:Thomas Kunjappu: If you fast forward two
to three years ago two to three years
526
:into the future, what do you think?
527
:A future proof HR function looks
like at, and not just Newity,
528
:organizations like yours.
529
:Bea Bouras: I certainly think that.
530
:The HR function needs to be
proactive about implementing
531
:like the automation piece.
532
:That's certainly, thinking of AI to
automate the mundane, the things that
533
:take away our time from being able to
focus on the strategic business decisions
534
:and, the partnership really from.
535
:Kind of HR as a, having a seat at
the table with, business leaders
536
:and being a true business partner.
537
:So I think that's like number one.
538
:I think number two is the adoption of AI
to better ourselves as HR professionals.
539
:So to think critically about how we
are showing up as HR VPs, HR senior
540
:leaders and bettering our own skillset.
541
:By using AI as a, almost like a
coworker or behind, I like always say
542
:it's like my, it's like my partner
here in the office is, having this.
543
:A tool that I can critically
think through, how did I
544
:do in this conversation?
545
:Or I, for example, maybe I had a
conversation with someone and I didn't
546
:feel like the point totally landed,
that conversation of Hey, this is
547
:the scenario, this is what happened,
what could I have done differently?
548
:And getting ideas.
549
:You don't really have all those
opportunities all the time in
550
:a, in hr, but you do have that
with a tool that you work with.
551
:So I think that's a really
important component is.
552
:Making AI part of our own
professional development as well.
553
:Thomas Kunjappu: So that's interesting.
554
:So then if I were to take, take that
question to like young folks who are like.
555
:Looking to get into the function to begin
with at this moment of transformation.
556
:You walk through this scenario of
a, an experienced HRBP, but and also
557
:some great tips on how to just think
about it for anyone in terms of
558
:leveraging AI into your daily workflows.
559
:But yeah, specifically for folks who are
looking to get their first, role in, in
560
:the function, there's a theory that in
general a lot of entry level roles are
561
:getting eaten up by, Claude and Chachi pt.
562
:And so it's actually a lot
tougher maybe for this like
563
:microgeneration like coming up.
564
:But it can also transform, there
could be other types of things
565
:that like are being asked of them.
566
:What, what does that entry level
role look like in the future?
567
:And what advice, if any, would
you have for someone who's
568
:coming in for the first time?
569
:Bea Bouras: I think, it is,
570
:Thomas Kunjappu: I.
571
:Bea Bouras: I think the
most important thing with.
572
:How AI is changing, and I think that
this is for HR roles, but I think this
573
:applies for all roles in general, right?
574
:Is certainly where at the cusp of a.
575
:We're really in the middle of a huge
technological transformation, and if we
576
:look back in history on how technology
has transformed industries and the way
577
:work happens across time, I think a key
element is being part of the group that
578
:adopts that technology and learns how
it works so that you can be part of that
579
:conversation and part of that change.
580
:I've seen it even as I
recruit today, right?
581
:There's been a strong preference,
especially as us as we've like really
582
:leaned into this from our hiring managers
to bring on people who are genuinely
583
:curious about these technologies and
have some level of understanding of
584
:how they work, not because we think
that they're gonna be experts in this
585
:space and hit the ground running.
586
:we expect that of any entry level
employee, because that is the direction
587
:the company is going and that is what's
needed for what's next for the business.
588
:And just means like you're
matching a skillset and a curiosity
589
:with, a real business need.
590
:So I think certainly being learned
about, how AI can be used outside
591
:of, Hey, I'm just using ChatGPT
to search, I think is important.
592
:And then, thinking about what
are the other aspects of HR
593
:that won't be automated, right?
594
:So like that.
595
:I think the HRBP will never be automated.
596
:That human element will always exist.
597
:So if you're getting into this
space, that should be something
598
:you're passionate about.
599
:Thomas Kunjappu: And yet
that future HRBP needs to be
600
:Bea Bouras: Yes.
601
:To be.
602
:Thomas Kunjappu: like using in the
backend, like they're like different
603
:AI tools to help them prepare for that
important conversation with the manager
604
:and be better than, maybe in the today,
any HRBP ever is possible, possibly able
605
:to be because of the time constraints.
606
:Bea Bouras: Yeah.
607
:Yeah, I agree.
608
:Thomas Kunjappu: Great thing.
609
:So then as you as you think about
the future while I have you just
610
:thinking about the future of the
function, it sounds like there's
611
:a lot of emphasis on being f.
612
:More fluent directly,
personally, yourself with tools.
613
:And then in terms of the change
that you're trying to say, it's
614
:both within the department, but
broadly at the organization.
615
:It's a lot about from what
I heard the enablement.
616
:Enablement, right?
617
:So creating processes and trainings
and a culture where people are.
618
:Leveraging the AI tools in and
rethinking every particular workflow.
619
:What else comes to mind for you?
620
:What are you excited about as you think
about the future in terms of what you're
621
:enabling at the organization more broadly?
622
:Bea Bouras: I think that.
623
:A really important next step for
us is the customization of tools.
624
:So I think, we've created this sort
of broad access and now we've layered
625
:in education and curiosity and this
kind of fostering of an environment
626
:where people are trying new things
and tailoring existing tools to.
627
:Their specific area of work.
628
:I think the next step for us is
working with engineers to really those
629
:tools so that they can fully be used,
utilized to make processes and change
630
:the way people are working day to day.
631
:And that's a partnership there, right?
632
:It's like marrying our product team
to the rest of the organization, not
633
:just our platform and our technologies
that we put out into the world.
634
:Thomas Kunjappu: You mean the focus,
the initial focus has been on innovation
635
:for the pro, the product itself.
636
:But then you want to take that same.
637
:Innovation mindset for all of the
internal processes that make up the.
638
:Bea Bouras: Yeah, I think so.
639
:Like that's the goal, right?
640
:Is to really, as we talk about being
a tech first company, is it's not just
641
:having the most cutting edge technology.
642
:It's about having the most.
643
:Cutting edge process that is powered
by technology and using that technology
644
:to our internal processes that we do
as a company I think across all teams.
645
:Thomas Kunjappu: Absolutely.
646
:I think that's a, we're
gonna have to leave it there.
647
:Bea, thank you for this conversation.
648
:Bea Bouras: you.
649
:Thomas Kunjappu: We covered
a lot of ground here.
650
:Thank you for talking about
the transformation from baker
651
:to, or HR to HR baking this.
652
:It wasn't just jump in
two feet all at once.
653
:There were a couple of steps
of dipping our toes and like
654
:seeing it around the outside.
655
:But then at some point there's a
decision and then now we just, you just
656
:spin all systems go at Newity in terms
of embracing the AI transformation.
657
:I can see it also in all the
examples that you've got from.
658
:Personally and within the HR function.
659
:I think there's a lot of takeaways
and tactical tips for other HR leaders
660
:in there who are looking at ways to
enable their function, but also the
661
:broader org and help them be resilient
to change and also embracing of
662
:it, which is a lot easier than said
in these in these changing times.
663
:But to everyone out there who's also
looking to future proof, you're.
664
:Organizations and your HR functions.
665
:I hope you found a couple thoughts
here to help you on your journey.
666
:I thank you again, Bea, and
see you all on the next one.
667
:Bea Bouras: Thank you.
668
:Thomas Kunjappu: I.
669
:Thanks for joining us on this
episode of Future Proof HR.
670
:If you like the discussion, make
sure you leave us a five star
671
:review on the platform you're
listening to or watching us on.
672
:Or share this with a friend or colleague
who may find value in the message.
673
:See you next time as we keep our pulse on
how we can all thrive in the age of AI.
