Even though the HR-function is using and running the systems that facilitate the data-streams of large companies, the adoption of robotics and AI is very low. This is the case even though the structure of these data streams related to HR-operations produces really good business cases for rationalization and automation. The question that this paper seeks to contribute answering is how this could be different and what it took to make it happen in a concrete case. This paper presents data from a study of HR in the organization: Logistic service in Denmark (LS) where the HR-function succeeded in introducing robots to perform most HR-administrative tasks. Interesting in itself, the case also rises questions of the collaboration between machines and HR-specialists and the development of skills and roles in the process. The study shows a remarkable element of augmentation and re-skilling in the aftermath of severe reductions in staff. The development of the robots was made possible by a unique collaboration between HR-domain specialists, IT-consultants and managers and resulted in new autonomous work roles in which the administrative HR-specialists role was augmented by the robots and achieved a skillset and work role closer to the HR-consultants in the central HR-function. The study contributes to understanding of the implementation of robotics in HR and the general challenge of automating/augmenting work in professional work settings.
