scholarly journals How Artificial Intelligence Transforms the Experience of Employees

2021 ◽  
Vol 12 (10) ◽  
pp. 7116-7135
Author(s):  
Sobia Wassan , Et. al.
Keyword(s):  
Artificial Intelligence ◽  
Human Resources ◽  
Human Resource ◽  
Digital Transformation ◽  
Workplace Education ◽  
Personal Lives ◽  
Job Tasks ◽  
Technology Roadmap ◽  
Service Staff ◽  
Joint Strategy

Artificial intelligence brings large markets, including advertising, tourism, finance, policy, workplace education. We probably associated with Chabot's job (defined as an automated, but personalized, a conversation between software and human users). We plan to use Chatbots in the workplace to assist us in pursuing a new career, addressing human resource questions, and also accepting coaching and mentoring after using them further in our personal lives. Since Chabot digitizes human resource programs, workers can access HR solutions from anywhere. HR artificial intelligence can result in a more streamlined, scalable and user-driven employee interface. To find the convergence between artificial intelligence and human resources, HR executives started using Chatbots in recruiting, staff service, staff production, and preparing to create greater value for the company. Indeed, Chabot's can be treated as the HR team's newest participant, capable of quickly finding solutions to commonly asked questions. Since we've grown accustomed to Chabot's in our everyday lives, we intend to use them at work. Artificial intelligence is changing how career applicants and workers interact. Five operational procedures are supposed to kick-start this new transformation when managers begin to implement artificial intelligence plans and roadmaps: 1. Experiment with different Chatbots to learn artificial intelligence. 2.Develop a joint strategy for HR, IT, Real Estate, Communitarians and Digital Transformation cross-functional partners; 3.Recognize how deployment can affect the technology roadmap; 4 Identify new job tasks that will make full usage of AI in HR; 5 Improve the understanding of artificial intelligence in the workplace by the HR team.

scholarly journals USING ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE MANAGEMENT PROCESSES

2020 ◽  
pp. 14-21
Author(s):  
A. V. Blinnikova ◽  
D. K. Ying
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Recognition System ◽  
Digital Transformation ◽  
Current State ◽  
Management Processes ◽  
Facial Recognition System

During the digital transformation, artificial intelligence technologies are actively developed and implemented in the organization’s management processes. This trend also applies to human resource management. The purpose of this article is to substantiate the benefits of using artificial intelligence tools in human resource management for organizations. Current state of human resource management has been analysed in the article, its main problems have been defined. The opportunities offered by artificial intelligence technologies offer in the field of human resources as well as the problems companies face in their implementation have been considered. Practical examples of the use of artificial intelligence tools such as chatbots, mood analysis technologies, voice assistants, facial recognition system in the field of human resource management have been given.

Augment Human Resource Proximity Plumbing Cybernation

2021 ◽  
pp. 131-140
Author(s):  
Anant Deogaonkar ◽  
Sampada Nanoty ◽  
Archana Shrivastava ◽  
Geetika Jain
Keyword(s):  
Artificial Intelligence ◽  
Human Resources ◽  
Human Resource ◽  
Work Culture ◽  
Technological Transformation ◽  
The People ◽  
Human Energy ◽  
Technological Interventions ◽  
Business Acumen ◽  
Employee Experience

The expeditious proliferation of artificial intelligence in the mainstream has rejigged the simplest processes of the various sectors in the most efficient way. With the advent of the era of cybernation, the work culture has been curbed with the timely developments and upgradation of the technology. Cybernation has propelled the growth of every respective sector of the vast corporate diaspora with time. The main aim of the cybernation being that of smoothening the complex, bulk tasks which exploit mass human energy, has seen much success in its purpose so far. But certain domains of the corporate diaspora still await the technological transformation of their respective processes. One such prominent domain and the real fuel of the corporate diaspora, the human resource has yet to expand its purview to imbibe and imbue cybernation in its certain processes. Human resource domain being the custodian of the corporate, wherein it is for the people and by the people though with the niche of Industry 4.0 beholds more space to expand the angle of understanding the term resource for the human, than human as an element of resource in itself. Multifarious human resource processes can be enhanced further with apt utility of digitization in order to optimize the user interface and user experience, boosting the overall employee experience amidst the corporate. Several certain customary functions of the human resources entail the adaptation of automation in more nuanced way to evolve parallel with the digitalization. Moreover, the millennial era further looks up to a transformed human resource with higher echelons of functions to be performed, digitally evolved jobs, an automated work environment, work culture well acquainted with the artificial intelligence. The effect of cybernation on the business acumen of futuristic human resource leaders, working in the rapid concurrent era of disruptions, without losing the human touch, will carve the future human resource structure. Therefore, the intent of this chapter is to study the detailed implications of automation, digitalization, and cybernation in the domain of human resources and to study and examine the dynamically changing HR functions with technological interventions and disruptions by proposing a literature review.

Artificial Intelligence in Human Resource Practices With Challenges and Future Directions

2022 ◽  
pp. 222-230
Author(s):  
Himani Saini ◽  
Preeti Tarkar
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Science And Technology ◽  
Future Directions ◽  
Smart System ◽  
Advanced Technologies ◽  
The Future

Artificial intelligence is a branch of science and technology that has been used effectively over the decades in various fields, and now it has become an indispensable part of organizational practices as it is one of the leading technologies in the current era, and now there is an emerging trend of applying AI technologies within the businesses. The central necessity of human resource management is also majorly based on technological approaches as it became a potential need for any human resources department to perform its role in the development of the whole organization. Technologies based on AI are and will be the smart system of the future and it's also changing the processes of human resource management by making it more dependent on advanced technologies. Through the chapter, the researcher will get to know the artificial technologies being practiced in HR practices and explore the probable and potential of technicality of AI in HRM and also the challenges associated with AI in HRM and its future possibilities.

scholarly journals Recruiting digital talent: The strategic role of recruitment in organisations’ digital transformation

2020 ◽  
pp. 239700222095273
Author(s):  
Phyllis Messalina Gilch ◽  
Jost Sieweke
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Absorptive Capacity ◽  
Digital Technology ◽  
Digital Transformation ◽  
Target Group ◽  
Sensory Organ ◽  
Resource Base ◽  
Strategic Role

Recruitment plays a central role during digital transformation because companies in many industries need to hire employees who possess IT-related knowledge, skills and abilities to digitalise their products, services and processes. However, extant research so far mainly has focussed on the use of digital technology in recruiting processes and its outcomes, whereas strategic aspects have received little attention. Based on 26 interviews with recruiters in 22 organisations, this study examines the interplay between recruitment and digital transformation beyond the use of digital technology in recruitment, focussing on more strategic aspects. The study examines recruitment’s role in organisations’ digital transformation. We found that the recruitment of digital talent as a new target group triggers change within the company, and does so in three ways: First, recruiters have realised the necessity to adapt their measures and processes to the new target group. Second, recruiters have developed a new self-understanding. Third, recruiters have recognised the need to support the organisation’s digital transformation by taking on a bridging function. Our study makes two contributions: First, we identified two new roles for recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’ between external and internal groups. Second, this study builds on the human resources (HR) literature by analysing the strategic implications that digital transformation imposes on recruitment, highlighting recruitment’s part in renewing an organisation’s human resource base, which is crucial for its digital transformation.

scholarly journals Challenges of Data Refining Process during the Artificial Intelligence Development Projects in the Architecture, Engineering and Construction Industry

2021 ◽  
Vol 11 (22) ◽  
pp. 10919
Author(s):  
Seokjae Heo ◽  
Sehee Han ◽  
Yoonsoo Shin ◽  
Seunguk Na
Keyword(s):  
Artificial Intelligence ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Efficiency ◽  
Industrial Revolution ◽  
Current Method ◽  
Mechanical Equipment ◽  
Light Industry ◽  
Labor Division

The paper examines that many human resources are needed on the research and development (R&D) process of artificial intelligence (AI) and discusses factors to consider on the current method of development. Labor division of a few managers and numerous ordinary workers as a form of light industry appears to be a plausible method of enhancing the efficiency of AI R&D projects. Thus, the research team regards the development process of AI, which maximizes production efficiency by handling digital resources named ‘data’ with mechanical equipment called ‘computers’, as the digital light industry of the fourth industrial era. As experienced during the previous Industrial Revolution, if human resources are efficiently distributed and utilized, no less progress than that observed in the second Industrial Revolution can be expected in the digital light industry, and human resource development for this is considered urgent. Based on current AI R&D projects, this study conducted a detailed analysis of necessary tasks for each AI learning step and investigated the urgency of R&D human resource training. If human resources are educated and trained, this could lead to specialized development, and new value creation in the AI era can be expected.

scholarly journals Human Resource Petri Net Allocation Model Based on Artificial Intelligence and Neural Network

2021 ◽  
Vol 2021 ◽  
pp. 1-13
Author(s):  
Weihuang Dai ◽  
Yi Hu ◽  
Zijiang Zhu ◽  
Xiaofang Liao
Keyword(s):  
Neural Network ◽  
Artificial Intelligence ◽  
Resource Allocation ◽  
Human Resources ◽  
Human Resource ◽  
Petri Net ◽  
Resource Scheduling ◽  
Accuracy Rate ◽  
Allocation Model ◽  
Resource Data

The reasonable allocation and use of human resources is an important content in the process of complex system analysis and design. This paper studies the human resource allocation model of Petri net based on artificial intelligence and neural network. In this paper, combined with the characteristics of human resource scheduling, human resource mobility, concurrency, and obvious classification characteristics, the human resource allocation model based on Petri net is implemented. In this paper, the model is trained with the python version of human resource analysis data set. The training parameters are 100, the error coefficient is 0.001, and the learning speed is 0.01. First, the coding rules of human resource data are established. Then, the parameters are input into the model, and the human resource data are trained in the model. Finally, the results of the model output layer are analyzed. The research study shows that the average prediction accuracy of this model is 78.85%. Model training requires the addition of 25 neurons for every 0.01 increase to improve the accuracy of predicting dynamic data of human resources. If the accuracy rate exceeds 75%, the increase in the number of neurons cannot be compensated for by the increase in the accuracy rate, but it is most efficient when the amount of data for human resource scheduling is 2000 to 4000. Therefore, this system can effectively allocate small- and medium-sized human resources and has a high accuracy.

scholarly journals Digital Transformation and Its Impact on Strategic Supremacy Mediating Role of Digital HRM: an Evidence From Palestine

2022 ◽  
Vol 19 ◽  
pp. 197-221
Author(s):  
Ohoud Khatib ◽  
Khaled Alshawabkeh
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Resources Management ◽  
Digital Human ◽  
The Impact ◽  
The Relationship

This study aims to identify the impact of digital transformation in achieving strategic sovereignty in a world that is intensely competitive and in a digitalized era. In the study, the human resource management variable serves as an intermediary variable in the relationship between digital transformation and strategic leadership. The study population consists of (420 top and middle) managers in two mobile telecommunications companies in Palestine, namely: Jawwal and Ooredoo. The study is based on the quantitative approach using a proportional stratified sample, as a 201- item questionnaire is developed using the Seven-Point Likert Scale to study the three variables. The independent variable is digital transformation and its dimensions (Business Model, Customer Experience, Digital Processes, and Impact on People), while the dependent variable is Strategic Supremacy including its three dimensions (Scope of Influence, Competitive Configuration, and Competitive Compression), while digital human resources management serves as an intermediate variable. The data contained herein is analyzed by the Smart PLS Program - structural equation modelling (Second Order). The study shows a positive and good impact of digital transformation on strategic supremacy. The same applies to the impact of digital human resources management thereon. The study concludes that even though digital transformation has a very good impact on human resource management, digital human resources management is a mediating variable in the relationship between digital transformation and strategic supremacy, or even a partial mediator.

scholarly journals Human resources - the Main Driving Force of the Organizationv

Economics ◽  
2021 ◽  
Vol 104 (3-5) ◽  
pp. 184-191
Author(s):  
Manana Samadashvili Manana Samadashvili ◽  
Ekaterine Gobejishvili Ekaterine Gobejishvili
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Digital Technology ◽  
Work Experience ◽  
New Technologies ◽  
Work Processes ◽  
Strategic Approach

In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introduction of new technologies in today's competitive environment allow to simplify work processes. It is interesting to use such new resources as: machine learning, big data and more. Digital technology requires changing work styles and procedures. Competitive professionals need to contribute to improving people’s work experience. Human resource management helps to achieve goals and objectives successfully. Only such a system maintains a motivated co-worker. The development of artificial intelligence is far from perfect, there are many problems and only with the help of humans it is possible to overcome them. Thus it is necessary to hire modern staff and train them in terms of mastering and using digital technology. Technology is transforming our lives. Key words: Human Resource Management, Digital HR, Artificial Intelligence, Benefits of Digital HR.

Digital Transformation Journey of HR

2022 ◽  
pp. 94-115
Author(s):  
Tuğba Karaboğa ◽  
Hasan Aykut Karaboğa ◽  
Dogan Basar ◽  
Songul Zehir
Keyword(s):  
Artificial Intelligence ◽  
Big Data ◽  
Human Resources ◽  
Digital Transformation ◽  
Digital Culture ◽  
Digital Workplace ◽  
Digital Platforms ◽  
Digital Management ◽  
Employee Experience

Big data and artificial intelligence (AI) technologies have changed how we live, how we work, and how we organize businesses. Thus, it is no surprise that it is also changing how we manage human resources (HR). For HR leaders, digital transformation is a very hot topic, having the potential to create high value for businesses. First, HR can transform all functions, processes, and systems by leveraging digital platforms and applications. Second, HR can lead business digitalization, enabling a compelling employee experience where a digital culture, a digital workplace, and digital management are welcomed. To provide a more pragmatic perspective, this chapter discusses digitalization of HR with big data and artificial intelligence (AI) technologies and identifies key digital HR strategies and roles needed to sustain the digital transformation. Also, this chapter presents the advantages of digital HR and the basic pitfalls HR faces in the digital transformation of HR.

Artificial Intelligence a Driver for Digital Transformation

2021 ◽  
pp. 234-250
Author(s):  
Maria José Sousa ◽  
Gabriel Osório de Barros ◽  
Nuno Tavares
Keyword(s):  
Artificial Intelligence ◽  
Business Models ◽  
Digital Transformation ◽  
Industrial Processes ◽  
Disruptive Technology ◽  
Service Market ◽  
Personal Lives ◽  
New Business ◽  
The Creation ◽  
New Business Models

Artificial intelligence is reconfiguring the economy and redefining the product and service market. It is a disruptive technology that leads to the creation of multiple more efficient activities, new business models, and industrial processes. The literature stresses that AI should be used in all aspects of the personal lives of organisations and individuals, and such complexities are still largely unstudied. The aim of this study is to highlight AI's innovations and applications to the organisation's digital transformation.

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