HR in the AI era
Zenity: “The disruption is real, but so is the potential”
Zenity is embracing AI with curiosity and responsibility, says its Talent Acquisition Manager, who notes the company is already seeing meaningful impact from AI across its operations.
“We are starting to observe early signs of how certain roles might evolve as AI becomes more embedded in day-to-day work — especially in areas like recruitment and internal communications,” said Adi Shemesh Amikam, Talent Acquisition Manager at Zenity. “While it hasn’t translated into structural changes yet, we’re following these developments closely and encouraging a mindset of exploration and adaptability across teams.”
CTech’s "HR in the AI Era" series explores how the AI revolution is impacting the workforce across Israeli high-tech companies. In this series, we uncover the effects (both personal and professional) that this technology shift has had on Startup Nation.
“AI hasn’t replaced any roles at our company, but it has definitely changed how we work,” she added. “We see AI as a co-pilot — helping us move faster and smarter, while keeping the human touch at the center of everything we do.”
You can read the entire interview below.
Company name: Zenity
Your name and title: Adi Shemesh Amikam, Talent Acquisition Manager
Names of founders and upper management: Ben Kliger (Co-Founder & CEO) and Michael Bargury (Co-Founder & CTO)
Year of founding: 2021
Investment stage: Round B
Total investment to date: $62 Million
Field of activity: AI, Cyber
Number of employees: 90
Office location: Tel Aviv, Israel and New York, USA
Number of open positions: 20
On a scale of 1-10, how much does the AI revolution disrupt your company operation in general, and the HR department specifically?
7
We've started to see meaningful impact from AI in our HR operations, especially in the recruitment process. From sourcing candidates and drafting job descriptions to organizing tasks and assisting with follow-ups, AI tools are increasingly becoming a natural part of our workflow.
While we’re still in the early stages of adopting more advanced AI-driven solutions (like predictive analytics for retention or fully automated onboarding flows), the shift is definitely underway. It allows us to move faster, reduce manual effort, and focus more on high-value human interactions.
The disruption is real, but so is the potential — and we’re embracing it with curiosity and responsibility.
What interesting AI tools do you and your staff use in employee management/recruitment?
We actively incorporate AI tools into various parts of our recruitment and employee management processes. Some of the most impactful ones include:
- LinkedIn Recruiter with AI filters – for better targeting and faster candidate discovery.
- ChatGPT – used regularly to draft job descriptions, outreach messages, interview follow-ups, and brainstorm task assignments.
- Sourcing automation tools – we experiment with platforms that help identify passive candidates based on online presence and job signals.
- Email and calendar automation – to reduce manual coordination and ensure a smooth, responsive candidate experience.
While we still maintain a very human-centered approach, these tools significantly increase our efficiency and help us focus on the strategic, interpersonal aspects of our work.
In which roles or tasks within your company has AI already begun to replace human labor (if at all)?
AI hasn’t replaced any roles at our company, but it has definitely changed how we work. In HR, for example, it helps reduce manual tasks like writing job descriptions, scheduling interviews, and generating follow-ups — allowing us to focus on building real relationships with candidates.
In other departments, such as marketing and research, AI supports content creation, summarization, and idea generation. It’s used as a smart assistant, not a replacement.
We see AI as a co-pilot — helping us move faster and smarter, while keeping the human touch at the center of everything we do.
What are the two major challenges you are coping with these days?
One major challenge we’re facing is navigating hyper-growth while maintaining strong cultural alignment. As we scale and bring in new talent, it’s critical to preserve the core values that make our team thrive, while also adapting to the dynamic needs of a growing organization.
Another key challenge is staying ahead of the AI learning curve – not just in terms of integrating new tools, but also in helping our team build confidence and fluency in working alongside AI. Striking the right balance between adoption, upskilling, and keeping the "human touch" is an ongoing effort.
Have you experienced workforce-related challenges due to the war, and are you still feeling the impact of the security situation on your human resources?
Yes, we experienced workforce-related challenges during the early stages of the war, mostly on the emotional and mental well-being front.
While very few of our employees were called up for reserve duty, the overall uncertainty, stress, and national atmosphere were felt deeply across the team.
We responded with increased flexibility, regular check-ins, and a strong focus on mental health and open communication. As time has passed, the long-term impact has become less noticeable — but the experience highlighted the importance of resilience, empathy, and leadership during times of crisis.
Have you made changes to your workforce following the increased use of AI tools, both in terms of headcount and internal shifts between departments?
We haven’t made any changes to our headcount or shifted employees between departments as a result of AI adoption.
That said, we are starting to observe early signs of how certain roles might evolve as AI becomes more embedded in day-to-day work — especially in areas like recruitment and internal communications.
While it hasn’t translated into structural changes yet, we’re following these developments closely and encouraging a mindset of exploration and adaptability across teams.
How does the global market uncertainty affect your workforce, in terms of employee numbers or departmental reallocations? Are you scaling your workforce up or down in different regions around the world?
We haven’t made any cuts or reductions — quite the opposite. We’re currently in a phase of accelerated growth, with a rising need for talent across several functions.
While many companies are being cautious, we’re fortunate to be at a stage where we’re actively scaling and looking to double the size of our organization in the near term.
That said, we continue to hire in a thoughtful, strategic manner — ensuring each new addition aligns with our culture, mission, and long-term goals.
We haven’t made departmental or regional reallocations, as our current structure supports our growth well.
Do you estimate that in 2025–2026 you will increase or decrease the number of personnel? Explain why.
We anticipate a meaningful increase in headcount throughout 2025–2026, as we enter what we believe is a defining growth phase for our company.
We’re seeing strong momentum in the market and a growing demand for our solution — which makes this a unique window of opportunity to scale our team, deepen our capabilities, and expand our reach.
That said, we’re approaching this moment with clarity and care: we’re growing because the business calls for it, and we’re doing so with full focus on culture, quality, and long-term impact.
What is your bottom line on this topic?
It's clear that the intersection of HR and AI deserves more attention and shared learning.
We're all figuring it out as we go, and it's encouraging to be part of a community that's open to honest conversation, curiosity, and responsible innovation.
