Exclusive Insights from Edgar Osuna’s Keynote at the IESF AGM in Mexico City
At the 2025 IESF Annual Global Meeting in Mexico City, Edgar Osuna, Ph.D., delivered a keynote that captured both the promise and the complexity of Artificial Intelligence in human resources. His presentation, “Trends on People Management with AI”, set the stage for a lively and thought-provoking exchange with IESF partners.
Osuna, who has spent decades working at the intersection of analytics, leadership, and organizational development, began by stating the obvious but often underappreciated truth: AI is not coming — it is already here.
“In the near future, every job is going to be influenced by AI,” he said. “I want to repeat that: a close collaboration with AI systems is very, very important.”
From Automation to Transformation
Osuna reminded the audience that not every task can or should be automated. Automation thrives in environments that are “physical, structured, repetitive and predictable” — but beyond that, human skills remain indispensable. He illustrated this with a striking example from Starbucks in South Korea, where robots already manage entire stores and even deliver coffee directly to office desks.
Yet, he emphasized, the more technology permeates the workplace, the more soft skills rise in importance.
“We are going to require our people, ourselves and all the professionals we collaborate with to reskill and transform,” he explained. “When we asked what are the most required skills for AI-enabled jobs, the answer was not coding — it was soft skills. Critical thinking, judgment, empathy. That is what will matter.”
The Double-Edged Sword of Information
Osuna also cautioned against blind trust in AI-generated knowledge. To make the point vivid, he shared a personal story about advising his daughters:
“I told them: not all the information you get on the Internet or on artificial intelligence is correct. We tested it. We asked, ‘Why is it good for kids to play video games?’ and we got a list of benefits. Then we asked, ‘Why is it not good?’ and we got an equally convincing list. The truth is, it cannot be both good and bad at the same time. That is why critical thinking is essential when working with AI.”
This, he argued, is the heart of the human-AI partnership: machines can generate answers, but only people can judge their relevance and truth.
AI in Talent Acquisition
The impact of AI is perhaps most visible in recruitment. Platforms powered by Natural Language Processing now scan and match resumes at scale, compressing what used to take days into minutes.
“These platforms analyze data very quickly and produce a shortlist of candidates,” Osuna explained. “They can compare skills, experience and qualifications using natural language protocols. But what happens if a candidate has the right experience but doesn’t use the exact words the algorithm is looking for? That’s why we are not going to be dead. That’s why we still have work to do.”
He reminded the audience that the human recruiter’s value lies in understanding nuance: cultural fit, motivations, and career trajectory.
“When we present a candidate, we can tell a client: this person has moved in a way that indicates ambition, or this person’s goals align with your culture. That is not in the resume, but we know the market and we know the person. That is intelligence.”
Bots, Bias, and the Limits of Automation
KPMG, Osuna shared, is piloting AI bots that can conduct first-round interviews — sometimes without candidates realizing they are speaking to a machine. While this may soon become standard for early screening, it also raises new concerns.
A lively exchange followed, with one partner noting that candidates now use GenAI to craft resumes tailored to job descriptions, making AI screening tools less meaningful. Osuna agreed:
“Yes, candidates are generating their resumes with AI. That is why the value is when you interview — when you understand what are the feelings of the person, what are the goals, and why they want to move. That is what builds trust with our clients. Generative AI is not capable of doing that.”
Bias was another central issue. While algorithms can perpetuate inequalities, they can also be harnessed to improve fairness.
“Technology is helping us with diversity. We can analyze job descriptions and quickly eliminate biased language — making postings more open, more inclusive. This is an area where AI is already delivering real benefits.”
Predictive Analytics: Promise and Pitfalls
AI promises predictive insights into workforce behavior, from attrition risks to cultural fit. Yet Osuna urged caution:
“Even if a tool predicts a behavior, nobody can predict with certainty what a person will do in reality. Based on data, you might assume someone will stay three years. But only when you speak to the person do you truly understand their goals. That is how you predict with more accuracy.”
Partners pressed further, asking whether predictive analytics could extend to team dynamics and board performance. Osuna acknowledged its potential, but once again emphasized the irreplaceable human sense required to interpret results.
Practical Demonstration: Prompting with AI
To make his point tangible, Osuna invited participants to conduct a live exercise. Using WhatsApp, he asked them to enter a simple AI prompt: “I work in a talent acquisition firm. Please develop an interview guide for a CFO.”
As partners compared results, many were surprised at how closely the generated questions mirrored the traditional discovery process used by experienced recruiters.
“This reminds me of when Monster.com first appeared,” one partner reflected. “At the time, we thought it would replace us. But today, it’s gone, and we’re still here. These tools don’t replace the recruiter’s craft — they save time and enhance it.”
Osuna agreed, noting that while the tools may not teach recruiters anything fundamentally new, they dramatically improve efficiency.
Enhancing Employee Experience
Beyond recruitment, AI is also reshaping employee experience. Virtual agents are being deployed to answer HR questions 24/7, while sentiment analysis tools can scan pulse surveys and generate recommended action plans.
Osuna shared a recent case from his own team:
“We ran a global pulse survey and placed all the responses into our AI tool. It not only analyzed the topics but even proposed action plans. I told my team: that’s fine, but next time, each of you should bring two actions you personally believe in. Because while the AI is useful, I still trust more in the feeling of my team.”
Ethics and the Pace of Regulation
Osuna closed with a sober reminder: technology always advances faster than regulation.
“The main problem is that regulation cannot keep up with technology. If we regulate something today, tomorrow it may already be obsolete. That is why ethics must guide us. Many people are already using GenAI to create unethical content. It is our responsibility to ensure we use these tools in an ethical way.”
He summarized the three core benefits of AI in HR as optimization, improved employee experience, and greater diversity and inclusion. But these benefits, he insisted, are only sustainable when guided by ethical principles.
Lessons for Executive Search
The discussion among IESF partners underscored a central theme: AI is not a replacement, but an augmentation.
“If we only use AI, clients won’t pay us. They can use it themselves. What they need is our human touch,” one partner commented, echoing a sentiment widely shared in the room.
The consensus was clear: just as LinkedIn and job boards once seemed like existential threats but ultimately became tools in the recruiter’s arsenal, AI will reshape — but not erase — the executive search profession.
Key Takeaways for Leaders
- Every role will be touched by AI. Leaders must prepare their organizations for this reality.
- Soft skills matter more than ever. Critical thinking, empathy, and ethical judgment are indispensable.
- Recruitment must go beyond resumes. Culture fit and human aspirations cannot be automated.
- AI enhances efficiency and inclusivity — with human oversight.
- Ethics is the foundation. Without it, no amount of regulation will keep organizations safe.
Looking Forward
Edgar Osuna’s keynote left IESF partners both challenged and encouraged. The message was clear: AI is a powerful tool, but it cannot replicate human insight. Instead, it calls on leaders, recruiters, and executives to reimagine their roles — not as gatekeepers of information, but as interpreters of meaning, culture, and human ambition.
At IESF, we recognize that our strength lies in this very intersection. As global executive search partners, we stand ready to guide our clients through the opportunities and complexities of AI-driven people management — ensuring that technology enhances, rather than erodes, the human fabric of leadership.