AI will definitely impact few facets of HR too. As AI continues to get media attention, we attempt to survey its practical use in company and workplace learning. There’s more to AI than improving the standard of hiring decisions. HR leaders should also note this in addition to a considerable improvement in business outcome, getting more scientific also dramatically enhances the trustworthiness of HR leaders among executives. HR leaders and practitioners should have a very clear understanding of how decisions are being made to mitigate unknowingly injecting bias in their program. Artificial intelligence refers to the use of rules and algorithms to simulate human intelligence.
Just like a calculator or a spreadsheet, an artificial intelligence is used above all to work faster and save tedious tasks. AIs are particularly valuable in areas where you have to process a lot of information (encrypted data, documents, messages …). There is a real interest in using an AI in the field of human resources, because most of the treatment is done manually, so there is a huge room for improvement to optimize talent sourcing, recruitment processes, management careers …
The use of AI is numerous. Some offer “scarecrow” solutions such as the automatic evaluation of candidates based on the analysis of their video CV. Others offer more pragmatic solutions with real utility, especially in the automation of the recruitment process where productivity gains can be very significant: the use of intelligent agents to publish an ad on multiple portals would make it possible to earn the equivalent of 14 days of work
In addition to the example mentioned above, there are other cases of use where RNs can relieve HR staff of repetitive tasks with very low added value: processing requests for leave, daily management training (sending reminders)
As we have just seen, the use of AI in an HR information system can be a very effective productivity gain lever. But not that, because by automating a number of tedious tasks, it frees up the time that HR teams can devote to more humane management of talents and careers. And this is a very interesting counter-intuitive approach: more machines for a more humane treatment.
Improving productivity is a legitimate goal to justify the use of AI. This being said, the use of AI generates anxieties among employees that it is imperative to deal with, including teaching with the people directly concerned. For example, the use of the first robots in the automotive industry has been justified by a process of securing: reducing exposure to the risk of accidents to workers.
There is also a work of acculturation to do with the collaborators so that they understand that it is not necessarily the manual trades that one seeks to automate, but those where there is the most repetition, in particular in the functions reserved for knowledgeable workers
More generally, there is a real reflection on how digital technology will change the company’s major functions and working methods. This reflection will serve among other things to change mentalities, it will also allow the company to take a stand in relation to the digital transition and dust off the employer brand: improve its attractiveness to young or future graduates who do not feel concerned by brand values of the last century.
– Rinku Mukherjee Bhate is the founder CEO of Career Stroke. She has worked with leading HR organizations in India in the past. She possesses over 24 years of experience offering a vast bouquet of services like executive search, head hunting, corporate training, compensation surveys, employee satisfaction studies, retained search, policy manual services, counseling, etc.