The Hi AI Capability Framework
Building Human Capability for an AI-Enabled World
The goal is not to teach AI tools. The goal is to build the human capabilities required to operate effectively in an AI-enabled world.
HR roles analysed
Tasks assessed
Core capabilities
Proficiency levels
Research conducted in partnership with GoFIGR's AI Impact Assessment.
Seven capabilities. One framework.
Each capability addresses a core question every HR professional must be able to answer.
"Can I continuously learn and evolve?"
The ability to continuously learn, unlearn and adapt as technology, work and organisational expectations evolve.
Why it matters
AI capabilities are evolving faster than most organisations can adapt. The advantage comes from how quickly teams build capability to use it well.
Skills that build this capability
Curiosity
Asks better questions and explores beyond the obvious.
Learning Agility
Picks up new tools, ideas and contexts at speed.
Experimentation
Tests, iterates and learns through small bets.
Adaptability
Adjusts approach as priorities and conditions shift.
Digital Confidence
Engages with technology without fear or hesitation.
Navigating Ambiguity
Moves forward when the path is unclear.
Observable behaviours
"Can I work effectively alongside intelligent systems?"
The ability to effectively work with AI to improve outcomes, productivity and decision-making.
Why it matters
The future workplace will involve collaboration between humans, AI systems, digital assistants and autonomous agents. Success depends on leveraging these while maintaining human oversight.
Skills that build this capability
AI Collaboration
Partners with AI to extend human capability.
Workflow Orchestration
Designs the flow of work across people and systems.
Task Allocation
Decides what humans do and what AI does.
AI-Assisted Decision Making
Uses AI inputs to sharpen, not replace, judgement.
Productivity Redesign
Rebuilds how work gets done, not just how fast.
Augmentation Thinking
Looks for where AI amplifies human strengths.
Observable behaviours
"Can I create movement through people?"
The ability to influence, inspire, coach and lead people through change and uncertainty.
Why it matters
AI cannot replace trust, relationships, empathy, influence or coaching. These become more important as organisations navigate transformation.
Skills that build this capability
Influence
Shifts thinking and behaviour without authority.
Coaching
Develops capability in others through dialogue.
Communication
Brings clarity to complexity for any audience.
Change Leadership
Mobilises people through ambiguity.
Stakeholder Management
Aligns interests across the organisation.
Trust Building
Earns confidence through consistency and care.
Observable behaviours
"Can I see the bigger picture?"
The ability to understand complex systems, anticipate future challenges and make decisions that consider broader organisational impacts.
Why it matters
AI impacts people, process, culture, leadership, operating models and performance. Leaders need to see beyond individual initiatives.
Skills that build this capability
Strategic Thinking
Connects today's choices to tomorrow's outcomes.
Systems Thinking
Sees how parts of the organisation interact.
Business Acumen
Understands how the business creates value.
Workforce Planning
Aligns capability supply with future demand.
Scenario Planning
Prepares for multiple plausible futures.
Strategic Foresight
Spots the signals before they become trends.
Observable behaviours
"Can I think differently to solve what's next?"
The ability to apply creative and critical thinking to generate new ideas, challenge existing approaches and solve complex ambiguous problems.
Why it matters
AI can process information at scale but cannot replace human ingenuity, contextual intuition or the ability to reframe a problem entirely.
Skills that build this capability
Creative Thinking
Generates ideas beyond the obvious answers.
Problem Framing
Defines the real problem before solving it.
Ideation
Produces volume and variety of options.
Prototyping
Makes ideas tangible quickly and cheaply.
Human-Centred Design
Designs from the experience of the user.
Observable behaviours
"Can I make good decisions in complex environments?"
The ability to make ethical, accountable and well-informed decisions in increasingly complex environments.
Why it matters
As AI becomes embedded in decision-making, accountability remains human. Organisations need leaders who evaluate information critically.
Skills that build this capability
Judgement
Weighs trade-offs and decides with confidence.
Critical Thinking
Tests claims, sources and assumptions.
Ethical Reasoning
Considers what is right, not just what is allowed.
Governance
Applies the right structures and oversight.
Risk Evaluation
Identifies and balances exposure to harm.
Accountability
Owns the outcomes of decisions made.
Observable behaviours
"Can I redesign work for a human + AI future?"
The ability to redesign work, roles, teams and organisational structures to maximise both human and technological capability.
Why it matters
The bigger opportunity is not applying AI to existing ways of working. It is redesigning work itself.
Skills that build this capability
Operating Model Design
Shapes how the organisation runs end to end.
Workforce Architecture
Defines the structure of roles and capability.
Role Redesign
Rebuilds roles around outcomes, not legacy tasks.
Capability Planning
Maps what capability is needed, when and where.
Human-Centred Design
Designs work that people can thrive in.
Observable behaviours
The future advantage of organisations will not come from access to AI alone. It will come from their ability to develop the human capabilities required to work effectively alongside it.