The data-driven guide to AI adoption, governance, and trust.
AI adoption in HR is accelerating, and governance isn’t keeping pace. This report, based on a survey of HR leaders across Europe and leading industry research, examines the gap between ambition and reality — and what it takes to close it responsibly.
What’s inside
A detailed analysis of where HR organisations stand on AI maturity, governance, and trust, alongside practical guidance for HR leaders, business partners, and L&D teams on what to audit, what to fix, and how to prepare for the EU AI Act.
Key insights
The data reveals a sector accelerating AI adoption without the maturity to match. Here are three findings every HR leader should know about.
49%
of HR leaders say their organisation is moving too slowly on AI implementation
Yet 96% of employees already have personal access to generative AI tools. The gap between individual capability and organisational readiness is widening.
88%
of HR leaders have yet to see significant business value from their AI investments
Most organisations are using AI only for isolated tasks. The gap between task-level efficiency and genuine strategic impact is widening.
61%
of organisations lack clearly defined AI guidelines for HR
Without a shared rulebook, AI adoption moves faster than accountability. The organisations that govern AI well do so because someone owns it.
Built on research,
not assumption
The Maturity Gap draws on a 2026 survey of HR and people leaders across Europe, alongside a review of recent research from McKinsey, Gartner, the Josh Bersin Company, and Pew Research Center.
For HR leaders who
want to get ahead
Whether you’re building a governance framework or reviewing tools, get the practical steps to move forward with confidence.
“When bias gets embedded in a system that runs at scale, it doesn’t show up as noise. It shows up as a pattern, and a pattern is much harder to see and correct than an individual mistake.”
— Mikkel Lundø, CEO, Assessio Group
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Frequently asked questions
The maturity gap in HR refers to the difference between where an organisation currently stands in its use of AI and where it needs to be to operate effectively, responsibly, and in compliance with regulations. This includes gaps in areas such as AI adoption, governance, data quality, and trust. Understanding this gap helps HR teams identify where to focus to build a more mature and future-ready HR function.
AI maturity in HR refers to how effectively an organisation uses AI tools, data, and processes to support people decisions. Higher maturity is associated with stronger governance, more consistent outcomes, and reduced risk. As AI becomes more embedded in HR, maturity is critical for ensuring compliance, fairness, and real business impact.
HR teams can evaluate their AI maturity by reviewing key areas such as data quality, governance structures, ethical guidelines, and internal capabilities. This report provides guidance to help identify gaps, understand current challenges, and prioritise improvements towards a more mature and responsible AI approach.
The EU AI Act is a regulatory framework designed to ensure the safe and ethical use of artificial intelligence across industries. For HR, it has significant implications for tools used in recruitment, assessment, and employee management-especially those classified as high-risk. Organisations must ensure transparency, accountability, and compliance in how AI is used.
AI governance in HR refers to the policies, processes, and oversight mechanisms that ensure AI systems are used responsibly and ethically. This includes managing bias, ensuring transparency, protecting candidate data, and aligning AI use with legal requirements such as the EU AI Act.
HR teams should regularly review their AI tools to ensure they are based on relevant and reliable data, minimise bias, and produce fair and transparent outcomes. It is also important to verify that tools meet regulatory requirements and that clear human oversight is in place. In practice, this means understanding how decisions are made, how outputs are used, and maintaining proper documentation.
The report helps HR teams understand the key requirements of the EU AI Act and where to focus their efforts. It highlights what to review, where risks typically arise, and how to strengthen governance, supporting organisations in preparing for upcoming regulation while building trust and accountability in AI-driven HR practices.
This report is designed for HR leaders, HR business partners, L&D teams, and people analytics professionals. It is especially relevant for organisations using or planning to use AI in HR processes and looking to strengthen governance, compliance, and strategic impact.
