In today’s rapidly evolving digital landscape, I’m thrilled to sit down with Sofia Khaira, a renowned specialist in diversity, equity, and inclusion, who also brings a unique perspective to the intersection of HR and technology. With her extensive experience in talent management and fostering inclusive workplaces, Sofia is uniquely positioned to shed light on the growing responsibility of Chief Human Resources Officers (CHROs) in digital security. Our conversation dives into the critical need for HR leaders to prioritize data protection, the risks of breaches in HR systems, strategies to build a security-focused culture, and the importance of collaboration across departments. Join us as we explore how HR can step up to safeguard both employee trust and organizational integrity in an era of AI and automation.
How do you see the role of CHROs evolving when it comes to digital security, especially with the rise of AI and automation in HR processes?
The role of CHROs is undergoing a significant shift. Historically, HR leaders focused on people-centric issues, but with the integration of AI and automation in areas like hiring and payroll, they’re now on the front lines of digital security. These tools handle sensitive data—think personal details, financial records, and even intellectual property. If breached, the fallout can be devastating, not just operationally but in terms of trust and reputation. CHROs must become proactive stewards of data protection, ensuring security is baked into every tech decision from the get-go. It’s no longer just IT’s problem; it’s a shared responsibility.
What kinds of risks do HR teams face when it comes to data breaches, and how do these impact employee trust?
HR systems are treasure troves of sensitive information—everything from Social Security numbers to health records. A breach can expose this data, leading to identity theft or fraud for employees and candidates. Beyond the personal impact, it erodes trust. Employees start questioning whether their employer can protect them, and that doubt can fracture workplace morale. For candidates, a breach during hiring might make them think twice about joining. It’s a ripple effect; once trust is broken, it’s incredibly hard to rebuild, and HR leaders bear the brunt of that fallout.
Can you elaborate on the strategic steps HR leaders can take to enhance data protection within their systems?
Absolutely. First, security needs to be a core part of any HR tech strategy, especially with automation. That means vetting tools for vulnerabilities before implementation. Second, proactively identifying threats is crucial—HR teams should regularly audit systems for risks. Third, managing third-party risks is key; many HR tools are vendor-based, so ensuring those partners have robust security is non-negotiable. Finally, building a culture of security across the organization is vital. It’s about training employees to spot phishing attempts or report suspicious activity without fear of reprisal. These steps collectively create a stronger defense.
Why do you think many HR leaders struggle with digital awareness, and how does this gap affect their ability to manage security?
A lot of HR leaders come from backgrounds focused on interpersonal skills rather than tech expertise, so digital awareness isn’t always second nature. The rapid pace of AI and digital transformation can be overwhelming, especially when their primary focus is talent and culture. This gap means they might not fully grasp the risks tied to new tools or know how to advocate for security measures. Without that understanding, they can’t effectively influence tech decisions or push for resources to protect data, leaving HR systems—and the organization—vulnerable.
What specific skills or training do you believe CHROs need to better navigate digital transformation and security challenges?
CHROs need a foundational understanding of how digital tools work, especially AI and automation, and the risks they carry. Training in cybersecurity basics—like recognizing phishing or understanding encryption—can go a long way. They should also learn how to interpret audit reports or vendor security assessments. Beyond that, soft skills like change management are critical to drive digital adoption while keeping security front and center. Upskilling programs, whether through workshops or partnerships with IT, can help bridge these gaps and empower HR leaders to lead confidently in this space.
How can HR leaders foster a culture of security among employees throughout the organization?
It starts with education—regular training on things like spotting phishing emails or securing personal devices. But it’s equally important to create psychological safety. Employees need to feel they can report issues or mistakes without fear of blame. HR can lead by example, taking every concern seriously and acting swiftly. Recognition programs for security-conscious behavior can reinforce this culture. Ultimately, it’s about making security everyone’s responsibility, not just IT’s, and embedding that mindset into the company’s values through consistent communication and action.
In light of incidents like ransomware attacks on HR-related systems, what kind of personal impact do these breaches have on employees and candidates?
The impact is deeply personal. When data like Social Security numbers or passports gets stolen, individuals face risks of identity theft, financial loss, or even blackmail. For employees, it’s a violation of privacy that can cause stress and anxiety, wondering how far the damage will spread. Candidates might feel betrayed, especially if they shared sensitive information during hiring. It’s not just a corporate issue; it’s a human one. People lose faith in the systems meant to protect them, and that emotional toll can linger long after the breach is contained.
How should CHROs collaborate with other departments to strengthen the organization’s overall digital security posture?
Collaboration is essential. CHROs should work closely with IT to understand system vulnerabilities and ensure HR tools meet security standards. Partnering with procurement and legal teams is also key when assessing vendors—making sure contracts include strict data protection clauses. Security teams can help with audits, especially for AI tools, to ensure compliance. It’s about breaking down silos; when HR, IT, legal, and vendor management align, they create a unified front against threats. Regular cross-departmental meetings or joint training can solidify these partnerships.
What is your forecast for the role of HR in digital security over the next few years as technology continues to advance?
I see HR becoming a central player in digital security, far beyond their traditional scope. As AI and automation deepen their roots in HR processes, CHROs will need to be as fluent in tech risks as they are in talent strategy. I expect we’ll see more dedicated roles within HR focused on data protection and more investment in upskilling. Collaboration with IT and other departments will become standard practice, not an exception. Ultimately, HR will be a key driver in building trust through security, balancing innovation with safeguarding employee data as technology races forward.
