Journal of Media & Management

The rise of Artificial Intelligence (AI) is transforming Human Resource Management (HRM) from administrative execution to strategic enablement. This study explores how AI redefines the roles, competencies, and professional identity of HR professionals in the contemporary workplace. Grounded in the intersection of HR transformation theory and technological adaptation frameworks, the study adopts a qualitative exploratory methodology based on semi-structured interviews with senior HR leaders across technology-intensive and service-based organisations. The research also triangulates findings with policy reports and AI integration case studies to capture industry-level dynamics. Key findings indicate a paradigm shift: HR roles are increasingly moving away from process-heavy administrative functions toward data-enabled strategic partnering. AI is found to augment decision-making in recruitment, performance analytics, and workforce planning yet also introduces new skill requirements, including algorithmic literacy, ethical reasoning, and digital coleadership. Notably, a tension emerges between automation anxiety and professional re-empowerment, with many HR professionals uncertain about their evolving identity within AI-integrated ecosystems. The study recommends that organisations adopt HR-AI co-design approaches, where HR professionals are actively involved in the design, testing, and governance of AI systems. Additionally, capability development frameworks must be restructured to include AI fluency, cross-functional collaboration, and evidence-based decision-making. This research contributes to the evolving discourse on the future of work, offering theoretical and practical insights into the strategic repositioning of HR in an AI-augmented era.