Chief People Officer of Oversight Jill Sutton says AI initiatives should reinforce a company’s culture rather than disrupt it—here she provides strategies to do just that.
By Debbie Bolla
HRO Today: How are you aligning company culture with AI implementation initiatives?
Jill Sutton: At Oversight, we work to keep the employee experience front and center. When we introduce new AI initiatives, we communicate them clearly and encourage open dialogue. We want employees to feel comfortable asking questions and sharing concerns, and their feedback helps us achieve better results together.
We also focus on making AI practical and accessible by providing employees with purpose-built AI assistants that help them find information, complete everyday tasks, and work more efficiently. Our goal isn’t simply to deploy AI. It’s to give our people more time for the work that requires creativity, judgment, and human connection. To support that approach, we’ve established an internal AI governance team and regularly share success stories that highlight how employees and teams are using AI to work smarter and deliver better results.
HROT: What cultural values become more important as AI adoption increases?
Sutton: As AI becomes more integrated into how we work, building a culture rooted in trust and transparency is more important than ever. Employees should understand how and why AI is used and have confidence that leadership trusts them to use it responsibly. At the same time, AI makes the human side of work even more valuable. As routine tasks become automated, organizations need to be intentional about creating opportunities for collaboration, relationship-building, and meaningful connection.
Technology keeps changing, but the basics of a good workplace remain the same. People want to work where fairness, openness, respect, and trust matter. When these values are strong, employees are more likely to view AI as a tool that helps them do their best work rather than something to fear.
HROT: How are you building trust around AI strategy?
Sutton: You build trust by being transparent and consistent. People want to know why a new technology is being introduced, how it will affect their work, and where human judgment still matters. We also make it clear that AI does not replace accountability. Instead, it helps us make better, more consistent decisions.
Ultimately, AI initiatives should reinforce a company’s culture rather than disrupt it. When employees understand the purpose behind the technology and experience its value firsthand, adoption becomes much more natural.
HROT: What metrics are you using to show that AI is improving employee experience?
Sutton: While efficiency is important, we also focus on employee feedback, engagement, adoption rates, and the fact if leaders spend less time on administrative tasks and more on team development. When employees report they can focus on meaningful work and feel supported by technology rather than burdened by it, we know we are making progress.
We also measure adoption of our internal AI tools. Since launch, employees have used our “Oversight Messaging Expert” more than 760 times, while “HR Assist” has been accessed more than 560 times. Those usage levels demonstrate that employees are embracing AI because it delivers practical value, helps them work more efficiently, and makes it easier to find the information they need.
HROT: What advice would you offer your younger self?
Sutton: I’d remind myself to continue to stay curious and never stop learning. Every generation experiences technology that changes the way we work, and AI is simply the latest example. The most successful people aren’t the ones who know all the answers. They’re the ones willing to ask questions, adapt, and continue growing.
