Companies struggle with power. As AI agents transform from buzzword to business backbone, a critical question emerges: who should control these digital workers? Your answer reveals more about your organization’s future than you might think.
The management of AI agents sits awkwardly between traditional departmental boundaries. IT teams claim ownership based on technical infrastructure. HR departments argue these are essentially new “employees” requiring their oversight. Both are partially right. Both are completely wrong.
Let me explain why this matters more than most executives realize.
When IT Takes Control
IT departments bring critical strengths to AI agent management. They understand the technical architecture, security protocols, and system integration requirements. They can ensure your AI recruitment agents connect seamlessly with existing business systems and databases.
Security concerns alone make a compelling case for IT oversight. From cybersecurity threats to AI-generated misinformation, technical teams are best positioned to implement safeguards against the most immediate risks.
But technical competence isn’t enough. I’ve watched companies deploy technically flawless AI systems that fail spectacularly because they missed the human element entirely.
The HR Perspective
Human Resources brings an essential people-first lens to AI deployment. They understand workplace dynamics, employee concerns, and organizational culture. When AI agents handle sensitive recruitment tasks, HR’s expertise becomes invaluable.
Consider bias in AI-powered hiring tools. These systems frequently exhibit gender and racial biases if not carefully managed. HR professionals are trained to recognize and address these issues in ways technical teams might overlook.
The challenge? Most HR departments lack the technical depth to optimize AI systems or troubleshoot integration problems. They know what outcomes they want but not how to engineer the systems to deliver them.
The Integration Problem
Neither department alone possesses the full spectrum of skills needed to manage AI agents effectively. This creates governance gaps that manifest as underperforming systems, ethical blind spots, and missed opportunities.
Small and mid-sized businesses face particular challenges here. Unlike enterprise organizations with specialized AI ethics committees and dedicated technical teams, smaller companies must find practical governance models that work with limited resources.
The solution isn’t choosing between IT and HR but creating something new.
A New Governance Model
Forward-thinking organizations are developing cross-functional AI governance structures that combine technical expertise with human-centered oversight. These models vary in form but share common principles:
First, they establish clear accountability for AI performance across departments. Technical teams ensure systems function properly while HR ensures they align with company values and ethical standards.
Second, they implement continuous learning processes. AI agents require ongoing optimization based on both technical metrics and human feedback. This demands collaboration between departments that rarely interact deeply.
Third, they recognize that AI agents represent a new class of “worker” requiring new management approaches. These aren’t traditional software tools or human employees but something distinctive requiring specialized governance.
What This Means For Your Business
As AI agents become a permanent part of the workforce, we’ll see new leadership roles emerge. Some organizations are already appointing “AI Relationship Managers” who bridge the gap between IT’s technical oversight and HR’s focus on workplace impact.
For small and mid-sized businesses, the path forward likely involves training existing team members to develop cross-functional expertise rather than creating entirely new departments. This approach aligns with the reality of limited resources while still addressing governance needs.
The companies that establish clear AI governance strategies now will be the ones leading the future of work. Those that don’t will find themselves managing increasingly powerful systems without adequate controls.
The question isn’t whether IT or HR should manage your AI agents. It’s how quickly you can build the integrated governance model these new digital workers require.
The future belongs to organizations that recognize AI agents aren’t just tools to be maintained or employees to be managed. They’re something new entirely, demanding new leadership models that transcend traditional departmental boundaries.
Your competitors are already working on this. Are you?