HRIS platforms are built to make HR work easier and help with decision-making. Organisations face challenges in fully changing how they work and therefore continue to use familiar processes and systems from the past. Simultaneously, rapid development in AI presents new opportunities that can strengthen the strategic capacity of HR work. This study seeks to understand the challenges HR professionals face in HRIS-supported workflows through the lens of dynamic capabilities and what AI features that could address them. This study employs a qualitative, abductive research approach and was conducted as a case study in collaboration with an HRIS company. Empirical data were collected through six semi-structured interviews with HR professionals connected to the company. Through thematic analysis, four themes were identified and linked to the three dimensions of Teece’s (2007) dynamic capabilities framework: sensing, seizing and transforming. These findings are not only about operational inefficiencies but also about how they limit organisations’ dynamic capabilities. Specific AI-features are proposed to strengthen each capability, and the study contributes by illustrating how the dynamic capabilities framework can be applied in an HRIS context and practically, with a user-centred perspective on AI implementation within HRIS.