AI adoption is accelerating across the workplace. But as organisations embrace new capabilities, an equally important question is emerging: how do they ensure innovation, accountability and human judgement evolve together?
At the 2nd DigitalHR Asia Conference 2026 in Singapore, LRN joined senior HR and compliance leaders for a fireside chat exploring the implications of responsible AI for people, culture and governance.
Moderated by Jamus Lim, Associate Professor of Economics at ESSEC Business School, the discussion featured Patsy Doerr, Chief People & Culture Officer at LRN; Shah Md, Regional Head of People at HEPMIL Media Group; and Betty Yang, APAC & ME Compliance Officer at Olam Food Ingredients.
Five takeaways stood out.
1. Accountability needs to keep pace with AI adoption
AI cuts across HR, Compliance, IT, Legal and business operations. Effective governance therefore cannot sit neatly within a single function.
Instead, organisations need a cross-functional approach with clear ownership of who provides oversight, who manages specific risks, how issues are escalated and who remains accountable for decisions involving AI.
The urgency is growing. LRN’s 2026 Ethics and Compliance Programme Effectiveness Report found that 39% of organisations already use AI in compliance training, yet only 33% plan to deploy data-based tools across their broader compliance programmes in the coming year.
As adoption advances, organisations need to move beyond experimentation and embed governance and accountability into how AI is used.
2. Trust requires transparency
As AI influences more workplace decisions, employees need visibility into how those decisions are made.
Shah Md shared a practical framework for building that transparency: ERA: Explain, Reveal and Allow Appeal.
- Explain how AI is being used.
- Reveal its role and limitations.
- Allow Appeal so employees can question an outcome.
The principle is straightforward: responsible AI should not create invisible decision-making. Employees need to understand how technology affects them and know that human accountability remains.
As Patsy Doerr put it:
“Trust is the basis of performance.”
That trust also depends on psychological safety and leaders who create an environment where employees feel empowered to ask questions and speak up.
3. Breaking down silos strengthens governance
Effective AI governance depends on perspectives from across the organisation.
HR brings a people and culture lens. Compliance focuses on conduct and regulatory considerations. IT provides technical safeguards, while Legal addresses privacy and other legal requirements. Business leaders bring the context of how AI is applied in practice.
As Betty Yang highlighted, these perspectives are most valuable when they come together. Looking at an issue through only one functional lens can make it harder to see the broader context and identify the right response. Bringing HR, Compliance, IT, Legal and business perspectives together help organisations connect policy, technology and human judgement to make more informed decisions about how AI is governed and used.
4. AI makes human judgement more important, not less
AI can accelerate research, improve productivity and support decision-making. But greater capability does not transfer accountability from people to technology.
From a compliance perspective, Betty reinforced a simple but important principle:
“Use AI as a tool, not a substitute for judgement — check the results, because the outcome remains yours.”
AI literacy therefore needs to extend beyond knowing how to use the technology. Employees need to recognise its limitations, critically assess outputs and understand when human intervention is required.
Patsy also highlighted the increasing value of distinctly human capabilities, including critical thinking, ethical judgement and empathy.
The goal is not simply greater AI adoption. It is better human decision-making, enabled by AI.
5. Culture turns principles into practice
Policies establish boundaries. Technology provides controls. But neither can anticipate every decision an employee will face.
Culture determines what happens in those moments.
Do employees feel comfortable questioning an AI-generated recommendation? Do they know when to escalate a concern? Do leaders reinforce responsible behaviour through their own decisions?
Patsy emphasised the role leaders play in creating psychological safety and modelling the behaviours they expect from others.
This aligns with a broader theme from LRN’s Programme Effectiveness research: technology delivers greater value when it is connected to leadership, accountability, culture and meaningful measurement.
As AI adoption grows, that alignment will increasingly separate responsible adoption from adoption alone.
From adoption to accountability
One message came through clearly through the DigitalHR Asia event: responsible AI is not solely a technology challenge. It is also a governance, culture and human judgement challenge.
Organisations need cross-functional governance with clear accountability, AI-enabled decision-making with human oversight, and policies reinforced by cultures where employees are equipped and empowered to exercise judgement in the moments that matter.
Getting that balance right can help organisations move beyond managing AI risk to using AI in ways that strengthen trust, decision-making and performance.
The question is no longer simply where and how can we use AI?
It is: how can we use it responsibly?
Continuing the conversation
LRN’s 2026 Ethics and Compliance Programme Effectiveness Report explores how organisations are navigating AI, analytics, culture and governance as expectations for ethics and compliance programmes continue to evolve.
Explore the report for more insights into building effective, accountable and future-ready ethics and compliance programmes.
About the report
After more than a decade of global benchmarking, LRN’s 2026 Ethics & Compliance Programme Effectiveness Report marks a pivotal moment for the profession. This year’s research examines how organisations are navigating rapid technological change, rising regulatory expectations, and trust gaps, and whether technology is driving true transformation or simply reinforcing old habits. The LRN’s 2026 Ethics & Compliance Programme Effectiveness Report is available for download at: https://lrn.com/en-sg/resources/2026-programme-effectiveness-report.
