How a Cisco Executive Views the Future of HR and the Future of Work

What’s the current and future state of HR? And, why is that question — specifically, understanding the context and answers and responding to the related issues and opportunities — so important for organizations today?

Cisco Systems’ Sara Morales has some thoughts on the subject.

Morales has spent more than two decades in HR at this multinational designer and manufacturer of networking hardware, software, telecommunications equipment and high-tech services, moving up the ladder from HR generalist to HR manager to HR chief of staff to HR director and senior director. Today, she serves as the company’s senior vice president of people and communities.

Workspan Daily (WD) interviewed this HR executive to get her take on the function’s role in enabling the future of work.

Access a related Workspan Daily article on this subject:

• The Shakeup of the HR Function Is at Hand (and Needed)

Sara Morales, Cisco Systems

WD: Based on your experience, what’s the current state of HR? Has the function generally outlived its original purpose?   

Morales: Having been in HR for more than 25 years, I’ve had a front-row seat to how innovation has reshaped the way we work. Artificial intelligence [AI] is one of the most important shifts we’re navigating today, and it’s playing a growing role in how we think about workforce strategy and business outcomes. However, what’s different now is that disruptions are the new normal. That’s requiring a different approach to how we build teams and culture, with more focus on helping organizations respond in real time. HR itself is at a tipping point, and the traditional silos are breaking down. The most effective people strategies are increasingly shaped through close partnership with the business, IT and other functions that influence how work gets done. We play a critical role in helping organizations evolve in a way that stays connected to both people and performance. 

WD: Why does the HR function need to change?   

Morales: As the nature of work evolves, particularly with the integration of AI, organizations need to rethink how they enable their people to fully leverage these technologies. HR has an important role to play, not only keeping pace with these shifts but helping organizations stay ahead of change rather than simply responding to it. 

At Cisco, one way we’re doing this is through a strong focus on AI skilling. We believe learning needs to keep pace with innovation, and access to those opportunities should extend across our employees, communities and the broader industries we serve. We’ve introduced Time2Grow, an enterprise-wide initiative that gives employees dedicated time each month to focus on learning and development. They’re free to take a self-paced learning course or participate in Cisco’s EdgeUp Labs, where everyone is invited to explore and learn. Other activations in AI skilling include new AI trainings and certifications through our Learn with Cisco program as well as leading industry conversations through the AI Workforce Consortium to evaluate economic opportunities with AI in the information and communications technology (ICT) job market. 

WD: What’s driving this conversation and conversion?   

Morales: AI is a major focus for many organizations today, but there’s still a gap between investment and realized value. In Cisco’s 2025 AI Readiness Index, we learned only 13% of organizations are ready for the AI transformation. At the same time, leaders are still working through fundamental questions around ROI, workforce readiness and how to operationalize AI at scale. 

One of the most consistent questions from CEOs is not just about technology but about talent. How do we prepare our workforce for what comes next? How do we ensure people have the right skills to work alongside AI? Part of the answer is continuing to build technical capabilities. But just as important is strengthening the human skills that allow organizations to adapt — things like judgment, adaptability and the ability to navigate complexity. 

WD: What does that change look like?   How can HR professionals act on this need for change?

Morales: At Cisco, we’re seeing a shift in how work gets done. More structured and scheduled operating models are evolving into something more dynamic, driven by the pace of innovation. Historically, organizations relied on clearly defined roles, functions and career paths. Today, we’re seeing more emphasis on skills and workflows, with teams forming and reforming based on business needs and collaboration happening more fluidly across functions.  

That shift is especially visible in how we approach workforce planning. What used to be an annual process across HR, finance and strategy is now much more continuous. In a fast-moving environment, we realized it’s an unrealistic expectation for businesses to abide by a guidance we set a year ago in the AI era. We need to revisit priorities and assumptions more frequently.  

Collaboration across HR, finance and strategy is becoming more critical as we navigate the pace of change driven by AI and evolving business priorities. Leaders are often walking into conversations that are more open-ended than they were in the past, which is changing how decisions get made and how teams work together. In that environment, adaptability — both at the organizational level and for leaders — becomes essential. 

WD: What could happen to organizations and workforces that do — or do not — change?   

Morales: Organizations that are able to adapt tend to build stronger trust with their workforce. When employees recognize their company is investing in their growth, they feel more empowered to excel in their roles and contribute fully to their teams. Change also can improve productivity, speed and overall performance. In a recent AI adoption  study Cisco conducted over an 18-month period, we learned: 

• AI enhances productivity and performance. More than 70% of employees surveyed report AI helps them save time, boost productivity and handle routine work more efficiently.  
• AI accelerates career growth. AI users are more likely to be promoted faster and spend less time in the same grade. Those recommended for promotion use AI 50% more often than those who aren’t.  

At Cisco, we’re seeing positive outcomes from this shift, both in how our workforce is engaging and developing, and in our broader business performance. Cisco had a strong year — with 8.6% revenue growth and a 17% stock rise — in the last six months. While there’s many factors to a company’s financial performance, we can’t discount the power of the workforce in these discussions. AI has and is a force multiplier for Cisco, and we encourage organizations to embrace its same power and potential. 

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Career Growth
• Organizational Performance
• Total Rewards