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By the Rome Editorial Staff of "Il Sole 24 Ore"
October 26, 2025
The use of projects based on generative AI technologies is growing exponentially in HR departments, especially among Human Resources (HR) leaders: from 19% in 2023, the percentage growth has reached 61% in the first 10 months of 2025. This signals a turning point in the digital maturity of HR departments, ready to transform the way they work by enhancing efficiency and productivity. This is the finding of the research "AI Processes and HR Impacts," coordinated by Luiss Business School and the HRC Community and recently presented in Rome during the Future@Work "Non dire domani" event, promoted by the HRC Community in collaboration with Luiss Business School. An opportunity to take stock of how artificial intelligence (AI), work culture, and human capital are reshaping Italian business. At the heart of the debate is the need for Italy, Europe's second largest manufacturing power, to integrate AI and digitalization to empower people and spread innovation beyond its major cities.
AI as a strategic ally and the cultural challenge
Artificial intelligence, often perceived as a threat to employment, is instead presented as a lever for enhancing human capabilities. Marco Gallo, Managing Director of HRC Community, emphasized that the real challenge is cultural: "moving from the passive use of technology to a leadership role in 'HR for AI,' where human resources lead the transformation while protecting people, ethics, and value."
Training, mindset, and trust: priorities for the responsible adoption of AI
According to the Observatory, however, significant generational and cultural gaps exist in the approach to artificial intelligence. Millennials (35-44 years old) are the most susceptible age group: 90% use it, 76% share suggestions or feedback, while trust declines among older generations. The survey, in this regard, recommends extending training to all levels, not only to leaders but also to employees, promoting a culture of trust in technology and its integration into processes. For this reason, the Observatory highlights that the use of AI cannot be a technological exercise, but a response to real needs. Only by starting from strategic objectives and value for people can a sustainable and responsible AI model be built.
The risk of inequality and the central role of well-being
The panel "The Decade of the (Techno) Billionaires" drew attention to the social risks of the digital transition, with the worsening of inequalities due to the disparity in digital skills. Added to this is the need to put workers' well-being at the center, including the need for a work-life balance, as well as promoting culture and collaboration. Gabriele Fava, President of INPS, described how artificial intelligence is already an operational pillar of the institution, with dozens of active projects to improve services, efficiency, and responsiveness to the needs of young people in particular. Similarly, Giordano Fatali of HRC Group highlighted the importance of collaboration between different skills to overcome fragmentation and localism, promoting the country's integrated development. Regarding young people, the INPS president also emphasized that they are the center of the Institute's strategy: not a niche, but the lever of the productive future. "There is no sustainable welfare without quality youth employment. This is what AI is for: identifying needs earlier, simplifying access to rights, aligning training and employment. The direction is clear: more digital services, more skills, more transparency on results. Technology where it's needed, people always at the center." This is how INPS transforms data into decisions, and decisions into opportunities for families, businesses, and, above all, for new generations,” Fava concluded.
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