Some of the most sensitive uses of AI sit inside People & Culture — not because HR owns the technology, but because recruitment, performance, learning, workforce planning and role design directly affect people's opportunities and experience of work.
Gareth's background across People & Culture, inclusion and diversity, talent acquisition, talent management and international organisational change allows Newbery Advisory to go deeper when these issues are material to adoption, trust or value.
This is organisational and process advisory, not legal compliance certification or technical model testing. Where legal interpretation or technical assurance is required, we identify the question clearly and work alongside the appropriate specialist.
AI in hiring and people decisions
We examine where AI touches recruitment, selection, performance, promotion or other workforce decisions: what the tool influences, where human judgement sits, who owns checking and escalation, how candidates and employees experience the process, and where fairness, transparency or governance require attention.
The result is a practical view of where ownership, human judgement, checking, escalation and the candidate or employee experience need strengthening before the process is relied on more widely.
HR-led adoption and workforce capability
We support HR and People leaders who are being asked to help turn an AI rollout into changed ways of working. That includes clarifying HR's role alongside business and technology leaders, translating priority use cases into role-specific behaviours, defining manager expectations and connecting learning to real workflows.
Depending on the need, this can also include employee communication and listening, practical learning design, manager reinforcement, workforce and role implications, and measures of confidence, adoption and sustained behaviour change.
