AI Adoption in HR: 91% of Canadian HR Pros See Opportunity
According to the 1st Barometer of AI in HR in Canada (NexaRH and Parlons RH, 2026), 91% of HR professionals see artificial intelligence as an opportunity for their function.
Yet this enthusiasm rests mostly on individual use: only 29% of organizations have an AI strategic plan and 49% of HR professionals feel their department is lagging behind. This first chapter maps AI adoption in HR across Canada.
Key figures on AI adoption in HR
99% of HR professionals say they know at least a little about AI.
91% see AI as an opportunity for the HR function.
44% consider they know AI fairly well, or even very well.
Only 1 in 10 HR professionals sees AI as a risk, or even a threat.
1 in 3 companies has established internal AI governance and 29% have an AI strategic plan.
49% of HR professionals feel their department lags behind in AI adoption.
1.1 Growing popularity, but still an overly individual approach
More than one-third of HR professionals surveyed say they know AI relatively well, primarily thanks to ChatGPT-type tools. 37% say they know AI well. In a short time, HR has thus moved from contemplation to action with individual use at work.
The main observation is that the overall attitude of HR toward AI is now predominantly positive, with 91% of respondents considering it an opportunity.
This shift in perception of technological advances is also attributable to generative AI, or “pocket AI,” which has democratized daily use, outpacing organizational AI platforms. Perceived as “a good friend,” generative AI serves everyone in writing emails or company policies, translating texts, transcribing meetings, or summarizing large volumes of documents.
It is almost a vote of confidence for AI in HR. The tide has turned, as it has in all departments and around the world. We have moved out of the valley of misunderstanding to enter the wide-open spaces of AI.
Only 3% of respondents express fear towards AI and see it as a threat, while 6% consider it a risk worth taking. Although economic news reports risks for the future of employment, AI tools assist on a daily basis.
This does not mean, however, that risks have disappeared from corporate concerns. But the transformation is underway: there is an appetite for AI in HR, just as there was an appetite for mobile phones or online commerce, which must be met with secure and user-friendly solutions.
This positive attitude also emerges from the comments left by the 336 respondents. Spontaneously, two out of three respondents mention efficiency, output, and time savings. We could say respondents are adopting a maximalist approach. AI is the ally of restored productivity. Moreover, the second theme is automation. Clerical offloading is almost a cliché. Expectations for the tools are therefore very high.
The least spontaneously mentioned topics do not mean they are unimportant. These include environmental issues related to AI (high carbon footprint, electricity-consuming servers) as well as “technostress” and the difficulty of feeling up to date and competent in an emerging and rapidly evolving field.
1.2 Organizational foundations in progress
Taking an organizational perspective, it is noted that adoption has been accompanied by training offered by companies. But above all, small organizations reported training as much as large ones. More agile, they have embraced generative AI to create individual productivity tools.
There is thus a U-shaped curve for AI training according to organization size. According to respondents, large companies (1,000 employees or more) have trained in AI as much as small companies (fewer than 250 employees); those who trained the least are companies between 250 and 1,000 employees.
Given the extent of individual use and the positive attitude towards AI, one may wonder if companies’ training efforts are sufficient considering the security challenges and the wide array of concepts to assimilate to properly use generative AI and the wave of agentic AI sweeping through technology vendors.
Only 22% haven’t implemented anything for their teams.
In the training content, prompt techniques (instructions for generative AI) were proposed in only 37%. In the case of specific training on business-related AIs, this falls to 15%. This reflects the predominance of versatile generative AI tools such as ChatGPT or Microsoft Copilot over AIs integrated into ERP, CRM, and other HRIS systems.
Beyond prompt techniques, it is the understanding of the deep nature of these AIs that should challenge the critical thinking of users and HR management to comprehend their limits and the impression of intelligence they convey.
Individual use of pocket AI encourages respondents to say they know AI. But individual practices are not always as robust or sustained as professional use.
Regarding the structuring and governance of AI, organizations advance in a scattered manner, depending on their size. While large companies indicate having an AI point person designated (18%) and an established governance (18%), 8% of them haven’t taken any structuring initiatives to prepare for and leverage AI. This figure rises to 19% for small businesses.
Large companies prepare, with all their complexity, while small organizations resort to pocket AI or let their professionals use it without providing a formal framework.
1.3 HR departments lag behind in AI
Respondents seem to indicate that their company’s progress in AI is average, except in HR: 49% judge their department to be behind, and only 7% consider their department to be ahead compared to others.
This perception differs greatly for individual users at work and in personal life, since 62% say they are average, and 20% even claim to be ahead compared to others.
A word from HR: Manon Poirier, Executive Director, Ordre des conseillers en ressources humaines agréés du Québec
In most workplaces, AI has entered through the back door, that is, through employees who use generative AI independently rather than through employers. For HR, the first step therefore consisted in framing this use and responding to workers’ expectations regarding skills development and employability.
While some survey data suggest that the full involvement of HR professionals in major structural projects has been slow to materialize, this must be put into perspective. Even though the intention to implement AI has progressed rapidly since 2022 according to data from the Order (from 36% to 57%), the proportion of organizations that have implemented significant AI solutions remains relatively modest. Organizations that do not intend to adopt AI mainly cite a lack of resources or time. These organizations, often SMEs, require greater support, much like in other areas, to make the transition.
As for AI use within the HR profession, we must be clear-eyed. A large portion of our transactional activities will gradually be entrusted to AI. Part of our advisory role may also be affected. The profession’s greatest added value in relation to AI will lie in change management, skills development, and the new organization of work. In this way, we will continue to play our strategic role at the heart of major transformations within our organizations. In short, the profession can legitimately remain optimistic.
As a support and regulatory body, the Order has set objectives within its 2026–2030 strategic plan to assist the profession through this evolution, both in HR functions related to workforce planning and talent management, and in guiding all organizational stakeholders toward effective and sustainable transformation.
In this regard, HR professionals and technology specialists will have every reason to work even more closely together; they will be the custodians of the necessary balance between people and technology within organizations.
Expert insights: Sarah Legendre Bilodeau, Senior Vice President, Artificial Intelligence Consulting Group, Videns powered by COFOMO
“From experimentation to sustainable transformation: raising organizational AI maturity also depends on HR.”
The AI in HR Barometer for Canada highlights a finding that I also observe in practice. Enthusiasm is clearly present: 91.1% of HR professionals see AI as an opportunity, and 69% say they feel confident. Yet the foundations required for optimal deployment remain fragile. Fewer than 20% of organizations have a structured AI strategy or governance framework, creating a gap between intent and impact.
The most widely adopted uses are unsurprising: text generation, document analysis and the use of conversational agents. These fall under what can be described as “commodity AI”, easy to integrate and effective in supporting certain day-to-day tasks. By contrast, more advanced uses fall under “value AI” based on customized solutions designed to address specific challenges. These approaches transform complex processes by leveraging the organization’s own context, enabling a shift from individual efficiency to organizational transformation. They reflect a strategic use of AI that requires a higher level of AI maturity to sustain this evolution.
HR respondents also indicate that deploying these technologies is perceived as a rather difficult to very difficult undertaking, particularly in medium-sized and large organizations and in regulated sectors. This difficulty reflects key HR challenges: talent evolution, cross-functional adoption of technologies, and supporting teams through change. Developing skills and effectively integrating new tools therefore emerge as essential levers.
Finally, AI is not merely a technological revolution; it is first and foremost a human transformation. HR will be at the heart of this transition, and their ability to support teams while anchoring AI within a coherent vision will make all the difference in ensuring its sustainable adoption.
Interview: Marc-André Nataf, CEO, Cegid
“HR departments must adopt a pragmatic and iterative approach.”
What stands out to you about these initial results?
The First Barometer of AI in HR in Canada reveals a paradox: a very positive perception of AI (91.1% see it as an opportunity; 69% are confident about the future) while organizational maturity remains low (29% have an AI strategic plan, 33% a formal governance structure, and 23% dedicated funding). This gap between enthusiasm and actual capacity is the main current tension and sets the agenda for 2026–2027: structuring architecture, investment, and skills to turn intent into operational value.
Rather than waiting for perfect conditions, HR should adopt a pragmatic, iterative approach. Launching low-risk, high-impact pilot projects quickly demonstrates value. Priority should be given to simple, measurable use cases: automated CV screening, HR conversational FAQs, and automation of administrative tasks. These modular, often cloud-based solutions with low upfront costs facilitate gradual adoption and limit initial financial commitment.
How are talent acquisition and management evolving with AI?
Recruitment and talent management use cases are already transforming HR models. Automated sourcing and prequalification improve candidate quality and free time for qualitative assessment. Skills-to-role matching systems promote internal mobility, optimize talent allocation, and help reduce turnover. Decision-support tools enrich interviews by providing complementary analyses while preserving final human judgment. Personalized learning pathways accelerate upskilling and make training more relevant. Together, these use cases push HR to rethink processes, shifting from a transactional hiring model to a continuous, skills- and development-centered model.
What are the next steps for HR?
To convert enthusiasm into sustained adoption, governance must remain pragmatic. This means defining clear roles, success criteria, basic ethical reviews, and operational indicators (time to hire, candidate satisfaction, reduction in administrative time) that measure value and support future funding requests. This is even more important given that 50–59% of organizations expect stable budgets for 2026 and fewer than 12% anticipate significant increases.
Skills development is essential to sustain growth. Short, practical trainings embedded in pilot projects, covering tool use, bias management, and human–machine collaboration, are recommended. Creating internal communities of practice and certification pathways tailored to roles (decision-makers, operational staff, technicians) facilitates the spread of best practices. Rapidly communicating measured successes and valuing lessons learned helps maintain momentum and secure the scaling of initiatives.
In sum, multiplying small, measurable wins, establishing clear governance, and investing in targeted skills will enable HR to convert collective intent into real operational gains, preparing organizations for the challenges and opportunities of 2026.
The 7 parts of the AI in HR Barometer 2026
Chapter 1. AI adoption in HR (you are here)
Frequently asked questions
Are Canadian HR professionals in favour of AI?
Yes. According to NexaRH's 2026 AI in HR Barometer, 91% of HR professionals in Canada see AI as an opportunity. Only 3% see it as a threat and 6% as a risk worth taking.
Do organizations govern the use of AI in HR?
Not much yet. One company in three has established AI governance, 29% have an AI strategic plan and 22% have implemented no training at all for their HR teams.
Are HR departments ahead on AI?
No, by their own account: 49% of respondents feel their HR department lags behind other functions, and only 7% believe it is ahead.
Source and methodology
Source: 1st Barometer of AI in HR in Canada, 2026 edition, published by NexaRH in collaboration with Parlons RH. Pan-Canadian online survey conducted from October 1 to November 30, 2025 among 336 respondents (80% HR professionals within organizations, 20% HR service providers), in French and English, complemented by a discussion workshop with HR vice-presidents on November 12, 2025.
Read the full overview: 1st Barometer of AI in HR in Canada 2026.
Next chapter: Levels of AI usage in HR.
How to cite this barometer
NexaRH and Parlons RH (2026). 1st Barometer of AI in HR in Canada, 2026 edition. Survey of 336 HR professionals, October and November 2025. Available at: www.nexarh.com/en/post/ai-hr-barometer-canada-2026
Comments