Recruitment Through AI in Selected Indian Companies

Metamorphosis ◽  
2022 ◽  
pp. 097262252110662
Author(s):  
Siddhi Mehrotra ◽  
Akanksha Khanna
Keyword(s):  
Artificial Intelligence ◽  
Human Resource ◽  
Thematic Analysis ◽  
Value Creation ◽  
Primary Sources ◽  
Structured Interviews ◽  
Business World ◽  
Technical Developments ◽  
Cost Cutting ◽  
Hr Managers

Artificial intelligence (AI) is being used very pervasively with the ever-evolving and competitive business world and has become the 21st-century buzzword. Countless innovations in technology have pushed businesses to make their value creation processes more effective and customer friendly. Digitization has played a significant role in reshaping the different human resource functions and processes. This study aims to elucidate the acceptance of automation in human resource management by employers and the degree to which recruiters can use AI to hire people. The study incorporates a thematic analysis approach, and the data is collected from primary sources by conducting semi-structured interviews with four experts working in IT organizations. This research would be useful for recruiters and HR managers to consider the fields of AI implementation and management to take advantage of cost-cutting technical developments.

scholarly journals Human Resource Managers Views on Implementing Work-Life Balance

1970 ◽  
Author(s):  
Lisa Mohn
Keyword(s):  
Human Resource ◽  
Work Life ◽  
Work Life Balance ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
Life Balance ◽  
Tertiary Institutions ◽  
Resource Managers ◽  
Hr Managers ◽  
Stable Categories

This paper focuses on the views of Human Resource (HR) managers about the implementation of work life balance (WLB) initiatives. Increasingly, WLB has become an important part of employment relations discussion and knowledge. The literature presents two key themes in terms of how this is implemented in practice. Firstly there was a corporate theme, where WLB is developed and applied from within the organisation. In the second theme WLB is developed and applied in tripartite partnership. The literature showed the New Zealand (NZ) experience is confused as to which path it is following. Thus, the purpose of this study was to explore the views of HR managers in NZ government funded tertiary institutions about the implementation of WLB practices. The research involved 3 in-depth, semi-structured interviews, which were then transcribed, analysed and compared until stable categories emerged. The findings reflected the confusion found in the literature. Approaches and knowledge of WLB were standardised and essentially uniform; there was much pride and satisfaction in achievements, both individual and corporately: and despite being government funded, the organisations reflected a corporatist theme in their approach to WLB. In summary, regardless of the rhetoric of WLB as positive to workers regaining balance in their lives, the research showed in practice it was 'a wolf in sheep's clothing' -- more beneficial for the organisations in terms of increasing worker productivity, than for the workers.

scholarly journals Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

2018 ◽  
Vol 10 (12) ◽  
pp. 4356 ◽  
Author(s):  
Živilė Stankevičiūtė ◽  
Asta Savanevičienė
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Well Being ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Aspects ◽  
Real People ◽  
And Performance ◽  
Hr Managers ◽  
Core Characteristics

Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

Sustainable HRM: toward addressing diverse employee roles

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nataliya Podgorodnichenko ◽  
Adeel Akmal ◽  
Fiona Edgar ◽  
Andrè M. Everett
Keyword(s):  
Human Resource ◽  
Holistic Approach ◽  
Study Data ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Content Type ◽  
Hr Practices ◽  
Using Data ◽  
Hr Managers ◽  
Levels Of Integration

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

scholarly journals HR Managers’ Views on SHRM and Its Role in Influencing Organizational Performance

2019 ◽  
Vol 9 (4) ◽  
pp. 221
Author(s):  
Mariam Bassem ◽  
Tarek A. El Badawy ◽  
Mariam M. Magdy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Sustainable Competitive Advantage ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
National Organizations ◽  
Hr Managers

The resource-based view argues for the importance of creating a sustainable competitive advantage for organizations to survive and thrive. Through their people, organizations can create a strong diverse and immobile workforce. In this study, we explored the significance of strategic human resource management in Egyptian national organizations. We sought after the views of human resource managers on the activities organizations support to link their human resource management activities to long-term strategies and objectives. The qualitative semi-structured interviews highlighted common activities among the visited organizations. The findings demonstrated that strategic human resource management is still in its infancy stage. Egyptian organizations are losing dynamism because of the poor management of their people.

scholarly journals Radiologists in the loop: the roles of radiologists in the development of AI applications

2021 ◽  
Author(s):  
Damian Scheek ◽  
Mohammad. H. Rezazade Mehrizi ◽  
Erik Ranschaert
Keyword(s):  
Artificial Intelligence ◽  
Thematic Analysis ◽  
Development Process ◽  
Key Factors ◽  
Structured Interviews ◽  
Development Teams ◽  
Key Points ◽  
Wide Range ◽  
Quality Controller

Abstract Objectives To examine the various roles of radiologists in different steps of developing artificial intelligence (AI) applications. Materials and methods Through the case study of eight companies active in developing AI applications for radiology, in different regions (Europe, Asia, and North America), we conducted 17 semi-structured interviews and collected data from documents. Based on systematic thematic analysis, we identified various roles of radiologists. We describe how each role happens across the companies and what factors impact how and when these roles emerge. Results We identified 9 roles that radiologists play in different steps of developing AI applications: (1) problem finder (in 4 companies); (2) problem shaper (in 3 companies); (3) problem dominator (in 1 company); (4) data researcher (in 2 companies); (5) data labeler (in 3 companies); (6) data quality controller (in 2 companies); (7) algorithm shaper (in 3 companies); (8) algorithm tester (in 6 companies); and (9) AI researcher (in 1 company). Conclusions Radiologists can play a wide range of roles in the development of AI applications. How actively they are engaged and the way they are interacting with the development teams significantly vary across the cases. Radiologists need to become proactive in engaging in the development process and embrace new roles. Key Points • Radiologists can play a wide range of roles during the development of AI applications. • Both radiologists and developers need to be open to new roles and ways of interacting during the development process. • The availability of resources, time, expertise, and trust are key factors that impact how actively radiologists play roles in the development process.

scholarly journals Motivations for Coopetition Strategies between Banks and Fintechs

2020 ◽  
Vol 14 (1) ◽  
pp. 282-293
Author(s):  
Cristina Fonseca ◽  
Raquel Meneses
Keyword(s):  
Qualitative Analysis ◽  
Value Creation ◽  
Strategic Alliances ◽  
Primary Sources ◽  
Structured Interviews ◽  
Market Knowledge ◽  
Know How ◽  
Secondary Sources ◽  
The Will ◽  
Combination Approach

AbstractThe aim of this study is to identify the main motivations for the formation of strategic coopetitive partnerships between Banks and Fintechs. In this sense, an exploratory qualitative analysis was performed using semi-structured interviews. Following the triangulation between literature review, primary sources (interviews) and secondary sources (news and relevant documentation), the analysis of the results was performed using the Systematic Combination approach. The results led to the conclusion that the “clients” factor, materialized in the will to respond to their new demands, through value creation, is the main motivation for both institutions to establish strategic alliances. This study filled the literature gaps regarding the identification of the main motivations to form coopetitive strategic alliances between Banks and Fintechs: banks need the Fintechs’ technological know-how, their flexibility in the processes and the fact that Fintech operate in specific niches; Fintechs need banks’ market knowledge and their scale. Together they can answer in a better way new customer demand. This investigation is limited by the lack of tangible identification of existing Fintechs; and also because of qualitative analysis lack of quantitative confirmation.

scholarly journals THE GROWING ROLE OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE

2020 ◽  
pp. 152-158
Author(s):  
Akanksha Saxena
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Secondary Data ◽  
Research Paper ◽  
Business Operations ◽  
Business Goals ◽  
Hr Managers

The adoption and integration of technology with business is no longer a matter of choice but rather one of survival. Since times, businesses are aligning technology with business goals to ensure business continuity, survival and growth. Technological advancements have entirely reshaped and restructured the organization by making their business operations highly integrated and streamlined than even before. These technological advancements in business are bringing machines and humans more closely along with exploring ways of utilizing it to improve their productivity, ease and efficiency. The inclusion of Artificial Intelligence (AI) in business is an example of such business transformation. The organizations that have already using Artificial Intelligence (AI) in their business operations have witness a progressive transformation of their core processes such as Supply chain and logistics management, marketing, finance, production and operation management, research and development(R & D) and other business operations, The Human Resource (HR) department is also not left behind in the race. Today the Human Resource (HR) professionals are focusing more on the importance of optimizing the combination of human and automated work for an intuitive work environment. As the organizations are adopting artificial intelligence into their Human Resource (HR) process at a varying rate, it is important for the Human Resource (HR) professionals to understand and prepare themselves for these technological changes, which are redefining their organization and workforce characteristics. Artificial Intelligence (AI) based Human Resource (HR) technology help the organization to yield both short term and long term benefits. Artificial intelligence provides Human Resource (HR) departments to transform employee experience empowering managers to take consistent decisions solve critical business challenges, automating repetitive tasks, and building customized training module and assist Human Resource (HR) managers for taking more efficient decisions in talent development. This research paper tries to underline the growing importance of Artificial Intelligence (AI) in human resource management (HRM) and aims to explain how artificial intelligence has been integrated into different functions of human resource. The researcher has used secondary data where the data was collected from research papers, publications, websites, HR blogs, survey reports etc. The research paper is descriptive in nature. The research study has concluded that Artificial Intelligence (AI) plays a significant role in carrying forward the Human Resource (HR) functions right from procurement to performance management and thus there is a growing need of integrating Artificial Intelligence (AI) in Human Resource Management (HRM). KEYWORDS: - Artificial Intelligence (AI), Human Resource Management (HRM), Human Resource (HR).

scholarly journals Žmogiškųjų išteklių tarnybos žinių ekonomikos iššūkių kontekste

2014 ◽  
Vol 67 ◽  
pp. 26-42
Author(s):  
Rima Česynienė ◽  
Albinas Marčinskas ◽  
Asta Stankevičienė
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource ◽  
Value Creation ◽  
Knowledge Economy ◽  
Personal Characteristics ◽  
Questionnaire Method ◽  
Recruitment And Selection ◽  
Hr Managers ◽  
The Impact

Pastaraisiais metais vis labiau domimasi žinių ekonomikos ir žmogiškųjų išteklių1 valdymo sąsajomis, nes viena iš žinių ekonomikos kūrimo prielaidų yra unikalūs organizacijos žmogiškieji ištekliai, jų žinios, gebėjimai, praktinė patirtis ir kt. Tai reikalauja ženklių pokyčių ir kelia iššūkius žmogiškųjų išteklių tarnyboms: formuoti naują požiūrį į žmogiškųjų išteklių valdymą, transformuoti žmogiškųjų išteklių tarnybų vaidmenis ir funkcijas, ugdyti lyderystės gebėjimus, daugiau investuoti į žmogiškąjį kapitalą. Straipsnio tikslas – atskleisti, kaip Lietuvos įmonių žmogiškųjų išteklių tarnybos reaguoja į žinių ekonomikos iššūkius. Straipsnio autoriai analizuoja 92-iejų Lietuvos įmonių žmogiškųjų išteklių tarnybų 160 vadovų ir specialistų 2012 metų apklausos rezultatus. Tyrimas parodė, jog kuriant žiniomis grįstą ekonomiką žmogiškųjų išteklių tarnybų funkcijos darosi kiek įvairesnės. Deja, poslinkis nuo biurokratinių administracinių funkcijų prie lankstesnių, strateginių yra akivaizdžiai lėtas; tarnybos siekia, kad būtų pripažintas jų dalyvavimas vertės kūrimo grandinėje, o tam būtinas kompleksinis požiūris į lyderystės ir žmogiškojo kapitalo ugdymą.Pagrindiniai žodžiai: žinių ekonomika, žmogiškųjų išteklių valdymas, žmogiškųjų išteklių tarnybos, vaidmenys, funkcijos.Human resource management departments in the context of the knowledge economy challengesRima Česynienė, Albinas Marčinskas, Asta Stankevičienė The interest to the relationship between knowledge economy and human resource management (HRM) has increased over the recent years. In terms of the HRM functions, the rise of knowledge economy has had a major impact, with a considerable shift from HRM as a bureaucratic “personnel management” operation to the development of discrete HRM functions and roles. HR managers have a real possibility to become the highly valued business partners they always wanted to be. Knowledge economy has an impact on all traditional HR department functions (for example, traditional recruitment and selection practices can block knowledge sharing among the groups or departments in firms organised according to the functional principle) and leads to completely new activities (strategic HRM, change and transformation management, knowledge management, development of leadership skills, etc.). According to experts, in the knowledge economy the role of the HRM department needs to be expanded both within and outside the organisation. The purpose of the study was to explore which specific areas of HRM require major changes. The authors have modified the Gloet model and applied it in the research. The model consits of four areas which are crucial in supporting knowledge creation and dissamination: roles, participation in value creation, leadership competence, and learning. In order to find out the impact of the knowledge economy on these four areas, a quantative analysis based on the questionnaire method was conducted in 2012. The research embraced 92 companies and included 160 respondents. The companies were selected randomly, and the study was based on the snowball principle. The objective of the study was to find out the respondents’ approach to the impact of knowledge economy on the HRM department functions, roles, leadership, and the development of human capital. Therefore, the respondents consisted of the heads of human resource departments, HR managers, etc. The research demonstrated that: 1) the shift of roles and functions from bureaucratic to strategic is slow; 2) the HR department should focus on value-adding activities through the company’s workforce. However, understanding and managing value creation is a challenging task; 3) concerning leadership, there is a shortage of effective HR leaders in Lithuanian companies. The respondents ranged the personal characteristics of a leader according to the current “portfolio” of their administrative, bureaucratic functions; 4) despite the fact that learning is a pivotal aspect in the knowledge economy, the research has indicated a gap between the actual and the required investments in human capital development. The HR departments are facing these four challenges now and will face them in the near future.

scholarly journals Patients’ perceptions of using artificial intelligence (AI)-based technology to comprehend radiology imaging data

2021 ◽  
Vol 27 (2) ◽  
pp. 146045822110112
Author(s):  
Zhan Zhang ◽  
Daniel Citardi ◽  
Dakuo Wang ◽  
Yegin Genc ◽  
Juan Shan ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Thematic Analysis ◽  
Cyber Security ◽  
User Centered Design ◽  
Imaging Data ◽  
Imaging Studies ◽  
Structured Interviews ◽  
Patient Centered ◽  
Radiology Report ◽  
Radiology Reports

Results of radiology imaging studies are not typically comprehensible to patients. With the advances in artificial intelligence (AI) technology in recent years, it is expected that AI technology can aid patients’ understanding of radiology imaging data. The aim of this study is to understand patients’ perceptions and acceptance of using AI technology to interpret their radiology reports. We conducted semi-structured interviews with 13 participants to elicit reflections pertaining to the use of AI technology in radiology report interpretation. A thematic analysis approach was employed to analyze the interview data. Participants have a generally positive attitude toward using AI-based systems to comprehend their radiology reports. AI is perceived to be particularly useful in seeking actionable information, confirming the doctor’s opinions, and preparing for the consultation. However, we also found various concerns related to the use of AI in this context, such as cyber-security, accuracy, and lack of empathy. Our results highlight the necessity of providing AI explanations to promote people’s trust and acceptance of AI. Designers of patient-centered AI systems should employ user-centered design approaches to address patients’ concerns. Such systems should also be designed to promote trust and deliver concerning health results in an empathetic manner to optimize the user experience.

scholarly journals A Study on Various Applications of Artificial Intelligence (AI) in the Field of Human Resource Management (HRM)

10.48175/605 ◽  
2020 ◽  
pp. 63-67
Author(s):  
Pritam Chattopadhyay
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
New Technology ◽  
High Volume ◽  
Screening Process ◽  
Management Objectives ◽  
Using Data ◽  
Hr Managers

Candidate screening is a very important process in the entire recruitment process. Screening process helps HR’s with initial filtering of candidates and narrow down the received applications from many applications to few. Hiring teams have data pouring in from a variety of sources. In a fully digital HR ecosystem, it is difficult to process and analyze all these disparate data streams. AI can actually help transforming how HR managers view, select, and operate candidate screening. AI for recruiting is the application of artificial intelligence, such as the learning or problem-solving that a computer can do, to the recruitment function. This new technology is designed to streamline or automate some part of the recruiting workflow, especially repetitive, high-volume tasks. The promise of AI for improving quality of hire lies in its ability to using data to standardize the matching between candidates’ experience, knowledge, and skills and the requirements of the job. The benefits using AI are manifold; recruiters don’t have to sift through crowded job markets or endless candidate lists. This makes HR processes quite easy and faster. The research paper is basically focusing on various applications and implications of Artificial Intelligence (AI) in the field of human resource management. Objectives of the paper are mentioned below: • To study the various components of artificial intelligence and its various applications in the field of human resource management. • To understand various implications and impediments of practicing artificial intelligence at different strategic level of any company.

Sign in / Sign up

Export Citation Format

Share Document