Beyond the Algorithm: Designing Human-Centered Belonging in the Era of AI
We all see the rapid pace at which the world, and therefore the work climate, is evolving. With new technological developments increasing the speed at which we expect to receive information, it is also changing the expectations we have of ourselves in the workplace. With all of these changes there is a question that feels more urgent than ever: as AI reshapes how we work, how do we make sure people still feel they belong?
In the first session of our Expert Talk Series on becoming “Human By Design in the AI Era”, our experts, Emmanuèle van Houdenhoven-Collard from Undutchables and Kimberly Fuqua from Microsoft and Luminous Leaders, explored how organizations can move beyond purely technological solutions to create workplaces where people genuinely feel seen, valued, and included.
AI may be transforming the workplace, but it cannot replace the human experience within it. Keep reading for the highlights of the session and some great tips for improving the human touch and sense of belonging in your company.
The real talent challenge is not what you think
We often hear that there is a talent shortage, but as Kim pointed out, the issue is not that talent does not exist, it is that organizations are struggling to attract, integrate, and retain the right people. In fact, 56% of companies in the Netherlands and 77% globally report difficulty finding the right talent .
Interestingly, when we asked attendees where they feel the most pressure, the top answer was not hiring, but upskilling and reskilling their current workforce. This reflects a broader shift. AI is accelerating change, and companies are racing to keep their people up to speed.
At the same time, many organizations are turning to AI to optimize recruitment and workflows. In almost every department new technology is flowing in for faster screening, better matching, quicker administration, and more efficiency. On paper, it sounds like the perfect solution, and we cannot deny the benefits, but this is also where the tension begins.
If AI optimizes work, who designs the experience?
One of the most powerful questions raised during the session was simple but confronting: if AI is optimizing how we work, who is designing how people experience work?
AI can improve processes, but it cannot create trust. It cannot create belonging. And without those two elements, even the most efficient systems will struggle to retain talent.
This is particularly relevant for international professionals. From our own experience in recruitment, we see that technical capability is rarely the issue. What slows people down is often the invisible layer of work: cultural norms, unspoken rules, and understanding how things really get done.
As confirmed by the audience discussion, new hires struggle more with “unspoken routines” and “cultural differences” than with technical onboarding. That insight is critical for employers hiring multilingual talent. If your culture and processes are not designed to support belonging, even the best candidates may not stay. And in a similar vein, if your technology is quickly advancing or complicated but the employee experience is positive, then the best candidate may stay with you through the growing pains.
Belonging is not a culture initiative
So, we have established that a sense belonging in an AI era is essential and has less to do with the tools we use than we may initially think. It is all about the human touch. A key takeaway from Kim’s talk is that belonging is not a “nice to have” or a standalone HR initiative. It also does not just happen. It is the result of intentional system design.
That means looking beyond value statements and focusing on how decisions are made, how people are included, and who gets heard. Because in the age of AI, the way you work together with your teams matters more than ever.
Why? Because AI scales what already exists.
If there are biases in your processes, AI will amplify them. If there are blind spots in your culture, AI will make them more visible. The well-known example of biased recruitment algorithms or out-of-control chat bots is not an exception, it is a warning.
In other words, AI does not fix culture. It reflects it.
The business case for belonging
Belonging is often discussed in human terms, but it has a very real business impact. One statistic shared during the session made that clear: organizations with a strong sense of belonging can see up to a 75% reduction in sick days .
That is not just a cultural benefit, it is a productivity driver.
Employees who feel seen, heard, and valued are more engaged, more resilient, and more likely to stay. And in a competitive talent market, retention is just as important as attraction.
The growing gap between AI adoption and trust
Another important theme to tackle is the gap between how quickly organizations are adopting AI and how prepared employees feel to use it.
The numbers are telling. Around 42% of employees are worried about losing their job to AI, and 24% feel unprepared to work with it.
And when we asked attendees how confident they are in the fair and transparent use of AI within their organizations, most landed somewhere between somewhat confident and not sure.
This uncertainty matters. Without trust, adoption slows down. Without transparency, resistance grows. Without a strong foundation, even the best technology will struggle to deliver results.
That is why regulations like the EU AI Act are so important. They reinforce the need for responsible, transparent, and accountable AI, especially in high-impact areas like hiring. But compliance and upskilling alone is not enough. Organizations also need to build confidence internally.
So what can employers do now?
Rather than trying to transform everything at once, the advice from this session was refreshingly practical.
Start small. Look at one system, one process, or one decision point. Ask simple but powerful questions: who consistently succeeds here, and why? Who gets access to opportunities, and who does not?
From there, organizations can begin to design more intentionally.
Kim also introduced the idea of a human-centered AI playbook. Not a theoretical document, but a practical guide that outlines how systems are audited, how leaders are trained, and how belonging is embedded into everyday operations. Combine this with a good training strategy and support for employees learning how to use the AI tools and you will be on your way.
Another equally important piece of the puzzle is leadership behavior. Employees take cues from what leaders do, not just what they say. Role modeling responsible AI usage, creating space for feedback, and introducing small, manageable learning moments can make a big difference in reducing fear and building confidence.
A shift in mindset for DEI
Kim left us with a final clear piece of advice for handling the adoption of DEI and human touch within your organization: stop framing it as DEI. Instead, frame it as performance and productivity. You will be amazed at the difference this can make in both management and teams as this becomes part of your strategy rather than a side thought.
When people feel they belong, they perform better. When organizations design for inclusion, they retain talent more effectively. This shift in mindset can turn the conversation into something impactful and that leads to finding more success together.
Designing for people, not just performance
AI can make us faster, smarter, and more efficient. But it cannot make us more empathetic, more inclusive, or more human. That responsibility still lies with us.
For employers hiring international and multilingual talent, this is especially relevant. Technology can help you find the right candidates and improve process efficiency, but only a well-designed, human-centered workplace will convince them to stay and tackle the transforming workspace together.
If there is one takeaway to carry forward, it is this: in the era of AI, belonging does not happen by chance. It happens by design.
We look forward to continuing the conversation in our next session.