The impact of artificial intelligence on enterprise software user roles

This study examines the integration of AI into Human Resource Management in German companies. We ask if and how AI-based technologies are \enquote{augmenting} human resource management. Organisations employ generative AI or predictive analytics to transform traditional human resource functions, to streamline routine tasks and to reallocate resources toward strategic, people-centred activities. Our findings from interviews and group discussions and a survey (N=410) reveal that while AI tools enhance HR analytics capabilities, their adoption mainly serves efficiency and rationalising goals. The introduction of AI tools is shaped by organisational transformation factors such as digital infrastructure, co-determination frameworks, and ethical implications. The research highlights both the strategic potential for improved talent development and the challenges posed by data governance and algorithmic transparency. Overall, this work contributes to understanding the ambiguous role of technological change in HR, which promises to augment predictive capabilities yet serves the ends of efficiency and rationalisation.

An increasing number of news and research articles report that AI adoption is allowing professionals to blur and extend the boundaries of their corporate roles. With the goal of understanding how work processes might be changing in an AI-forward company, we interviewed 24 product-focused individuals at a large technology firm about how AI has impacted their own work, their work within their product team, and their professional interactions. Our conversations suggest that AI is not only changing formal role responsibilities and collaborations between those roles, but also changing informal cultural practices like professional mentoring that are key to helping professionals settle in their positions, stay engaged with their work, and grow their careers. Some of these changes are positive, such as smoother collaboration between peers, but other changes are more nuanced and put the typical career growth opportunities, like receiving feedback from professional networks and promoting leadership and mentorship, at risk. We propose steps that AI companies can take to make the invisible work more visible. Additionally, we propose efforts that individuals and leaders can take to support their colleagues through AI transformation while preserving healthy company cultures that support diverse thinking, collaboration, and informal interactions.

As AI agents become integral to business workflows, establishing guiding user experience (UX) principles is crucial for ensuring user trust and successful adoption. To address this, our study uses a multi-method approach - combining participatory design workshop, paper-and-pencil, expert review, meta-analysis, and in-depth interviews - to identify and validate a design framework of eight core UX principles for human-AI agent interaction in the workplace. Together with their underlying criteria, these principles provide actionable guardrails for designers and software engineers, creating a foundation for developing effective and human-centered AI agent interactions. This study contributes to a structured foundation for future empirical studies on agentic AI in enterprise settings.