HR leaders today are navigating a range of new challenges related to AI—managing employee fears over AI-driven layoffs, strategizing for still-unfolding skills needs, maintaining trust as AI continues to transform the relationship between employees and employers.
MetLife CHRO Shurawl Sibblies says the key to unlocking clarity amid all of that uncertainty is to not try to reinvent the wheel—but rather to amplify the work that has always been at the core of a successful HR function: actively listening to employees, leading with transparency, staying humble and helping your workforce develop agility.
Sibblies is unfurling all of those principles in her second stint with MetLife; she joined the insurance giant in 2012 for seven years then spent a handful in HR leadership at American Express before returning to MetLife in 2024. She recently spoke with HR Executive about what it takes to be an effective HR leader in the age of AI.
Sibblies: I think I would find a mix of optimism as well as concern. That is not surprising during a time of tremendous change. We know that our culture of listening really matters, especially when dealing with something new. It’s so important to listen to people, to understand what’s on their minds.
HR Executive: How challenging is that for HR leaders who don’t yet have the answers on how AI will influence job loss or creation in the next few years?
Sibblies: It has to be about transparency and clear communication, clarity about what you know as well as clarity about what you don’t know. And talking about AI as an enabler, for sure. We have to make people aware of what our intentions are—that we’re aiming to build their skills, their capabilities, to give them agency in how we change the way we work. That transparency helps to fuel a sense of confidence and understanding.
I come back to the importance of what it takes when something is changing—help people understand what we’re driving, give them the skills to navigate and then also make sure you reward people when they’re trying something new and show them the impact and the difference. We have to make it OK to say that we’re in learn mode. We don’t have all the answers but we’re learning with you. That requires a degree of humility.
HR Executive: What’s your view on companies that automate roles and pocket the productivity gains entirely—without meaningful efforts to find relevant career paths for displaced workers?
Sibblies: Every company needs to do what’s right for their objectives and according to their values. Sometimes, you can reap benefits from productivity gains and maybe save on some costs but you can also reap productivity gains when you invest in your workforce. These are choices companies need to make aligned with their particular business.
HR Executive: How can organizations design AI strategies that place more emphasis on building trust with employees—not just focused on efficiency gains?
Sibblies: It has to start with clarity of your responsible use. What do you aim to do as a company? What are your guardrails around using AI responsibly? What do you stand for, and how do you intend to operate? Being clear about all that matters. Human judgment has to remain critical in all this. At the core, AI begins with understanding patterns exist—but that doesn’t replace human judgment. People want to know how they’re using it, why they’re using it, how they can be ethical and safe—and that humans will still be accountable. Articulate guardrails and how much the human needs to be in the loop with this work.
HR Executive: In the age of AI, how do you create a skills development model when the destination keeps moving?
Sibblies: What’s old is new again. There are core fundamentals around learning agility and adaptability. You don’t have to have mastery in one role; you have to be open, to be flexible along the way. The goal is for people to be confident in being in learn mode. That will go a long way in this moment as so much continues to evolve. We’re not in a static state. Learning adaptability is going to go a long way to being successful.
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