Abstract: Organizations are adopting artificial intelligence across human resource functions at accelerating rates, driven by promises of enhanced efficiency and data-driven decision-making. Recent theoretical work, however, suggests that AI integration into HR systems may paradoxically undermine the very strategic alignment it is designed to improve. This article examines the process by which translating strategy into algorithmic metrics, embedding competing logics within hybrid HR systems, and allowing resource allocation to follow quantified signals can erode both internal HR practice consistency and the connection between workforce capabilities and strategic objectives. Drawing on the Patel, Rofcanin, Kamasak, and Belitski (2026) framework of AI-driven misalignment, together with foundational strategic HRM theory and practitioner evidence, this article identifies organizational warning signs, presents evidence-based responses spanning governance design, hybrid decision architectures, and strategic capability protection, and outlines forward-looking pillars for building long-term alignment resilience. The analysis equips HR leaders, senior executives, and organizational consultants with a diagnostic vocabulary and practical toolkit for navigating AI adoption without sacrificing strategic coherence.
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