Artificial Intelligence Inroads Into HR

2022 ◽  
pp. 231-246
Author(s):  
Swati Bansal ◽  
Monica Agarwal ◽  
Deepak Bansal ◽  
Santhi Narayanan
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Human Resources ◽  
Generation Y ◽  
Industry 4.0 ◽  
Career Aspirations ◽  
Work Life ◽  
Human Decision ◽  
The Right ◽  
Talent Acquisition

Artificial intelligence is already here in all facets of work life. Its integration into human resources is a necessary process which has far-reaching benefits. It may have its challenges, but to survive in the current Industry 4.0 environment and prepare for the future Industry 5.0, organisations must penetrate AI into their HR systems. AI can benefit all the functions of HR, starting right from talent acquisition to onboarding and till off-boarding. The importance further increases, keeping in mind the needs and career aspirations of Generation Y and Z entering the workforce. Though employees have apprehensions of privacy and loss of jobs if implemented effectively, AI is the present and future. AI will not make people lose jobs; instead, it would require the HR people to upgrade their skills and spend their time in more strategic roles. In the end, it is the HR who will make the final decisions from the information that they get from the AI tools. A proper mix of human decision-making skills and AI would give organisations the right direction to move forward.

scholarly journals Measurement of Employees on Human Resources with Fuzzy Logic

2021 ◽  
Vol 11 (2) ◽  
pp. 1-7
Author(s):  
Zehra Demirel ◽  
Ceren Çubukçu
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Fuzzy Logic ◽  
Human Resources ◽  
Human Resources Management ◽  
Rule Base ◽  
Resources Management ◽  
Fuzzy Logic Method ◽  
Increase Productivity ◽  
The Right

Artificial intelligence, which is the indispensable technology of our age, has started to gain a place in many institutions. Institutions give great importance to human resources management because hiring the right employee for the job will increase productivity within the organization. When recruiting personnel for the position, human resources face difficulties such as measuring the success levels of applicants and deciding whether they are suitable. In this study, in order to provide solutions to the difficulties encountered, a decision-making mechanism is created by using the fuzzy logic method, which is one of the artificial intelligence techniques. This decision-making mechanism measures the performance of people applying for recruitment. While measuring performance, all applications are taken into consideration, and a rule base is formed according to graduation status and experience. The system, which is based on this rule base, evaluates people according to the inputs and finds out their success levels in return. According to the results, it is decided whether the persons are suitable for the position sought. When human resources departments in corporations are combined with artificial intelligence technologies, an advantage will be achieved in the competitive environment between corporations.

Who’s making the decisions? How managers can harness artificial intelligence and remain in charge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pooya Tabesh
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Decision Making ◽  
Big Data ◽  
Digital Transformation ◽  
Decision Processes ◽  
Decision Makers ◽  
Content Type ◽  
Human Decision ◽  
Practical Implications

Purpose While it is evident that the introduction of machine learning and the availability of big data have revolutionized various organizational operations and processes, existing academic and practitioner research within decision process literature has mostly ignored the nuances of these influences on human decision-making. Building on existing research in this area, this paper aims to define these concepts from a decision-making perspective and elaborates on the influences of these emerging technologies on human analytical and intuitive decision-making processes. Design/methodology/approach The authors first provide a holistic understanding of important drivers of digital transformation. The authors then conceptualize the impact that analytics tools built on artificial intelligence (AI) and big data have on intuitive and analytical human decision processes in organizations. Findings The authors discuss similarities and differences between machine learning and two human decision processes, namely, analysis and intuition. While it is difficult to jump to any conclusions about the future of machine learning, human decision-makers seem to continue to monopolize the majority of intuitive decision tasks, which will help them keep the upper hand (vis-à-vis machines), at least in the near future. Research limitations/implications The work contributes to research on rational (analytical) and intuitive processes of decision-making at the individual, group and organization levels by theorizing about the way these processes are influenced by advanced AI algorithms such as machine learning. Practical implications Decisions are building blocks of organizational success. Therefore, a better understanding of the way human decision processes can be impacted by advanced technologies will prepare managers to better use these technologies and make better decisions. By clarifying the boundaries/overlaps among concepts such as AI, machine learning and big data, the authors contribute to their successful adoption by business practitioners. Social implications The work suggests that human decision-makers will not be replaced by machines if they continue to invest in what they do best: critical thinking, intuitive analysis and creative problem-solving. Originality/value The work elaborates on important drivers of digital transformation from a decision-making perspective and discusses their practical implications for managers.

scholarly journals How should we regulate artificial intelligence?

2018 ◽  
Vol 376 (2128) ◽  
pp. 20170360 ◽  
Author(s):  
Chris Reed
Keyword(s):  
Artificial Intelligence ◽  
Neural Networks ◽  
Decision Making ◽  
Current System ◽  
General System ◽  
Fundamental Rights ◽  
Ex Post ◽  
Ex Ante ◽  
Human Decision

Using artificial intelligence (AI) technology to replace human decision-making will inevitably create new risks whose consequences are unforeseeable. This naturally leads to calls for regulation, but I argue that it is too early to attempt a general system of AI regulation. Instead, we should work incrementally within the existing legal and regulatory schemes which allocate responsibility, and therefore liability, to persons. Where AI clearly creates risks which current law and regulation cannot deal with adequately, then new regulation will be needed. But in most cases, the current system can work effectively if the producers of AI technology can provide sufficient transparency in explaining how AI decisions are made. Transparency ex post can often be achieved through retrospective analysis of the technology's operations, and will be sufficient if the main goal is to compensate victims of incorrect decisions. Ex ante transparency is more challenging, and can limit the use of some AI technologies such as neural networks. It should only be demanded by regulation where the AI presents risks to fundamental rights, or where society needs reassuring that the technology can safely be used. Masterly inactivity in regulation is likely to achieve a better long-term solution than a rush to regulate in ignorance. This article is part of a discussion meeting issue ‘The growing ubiquity of algorithms in society: implications, impacts and innovations'.

Decision Support Software

2009 ◽  
pp. 440-447
Author(s):  
John Wang ◽  
Huanyu Ouyang ◽  
Chandana Chakraborty
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Mathematical Logic ◽  
Decision Support ◽  
Support Systems ◽  
Scientific Methods ◽  
Simulation And Optimization ◽  
Business Software ◽  
The Right ◽  
Support Software

Throughout the years many have argued about different definitions for DSS; however they have all agreed that in order to succeed in the decision-making process, companies or individuals need to choose the right software that best fits their requirements and demands. The beginning of business software extends back to the early 1950s. Since the early 1970s, the decision support technologies became the most popular and they evolved most rapidly (Shim, Warkentin, Courtney, Power, Sharda, & Carlsson, 2002). With the existence of decision support systems came the creation of decision support software (DSS). Scientists and computer programmers applied analytical and scientific methods for the development of more sophisticated DSS. They used mathematical models and algorithms from such fields of study as artificial intelligence, mathematical simulation and optimization, and concepts of mathematical logic, and so forth.

scholarly journals Algorithms as discrimination detectors

2020 ◽  
Vol 117 (48) ◽  
pp. 30096-30100 ◽  
Author(s):  
Jon Kleinberg ◽  
Jens Ludwig ◽  
Sendhil Mullainathan ◽  
Cass R. Sunstein
Keyword(s):  
Decision Making ◽  
Human Beings ◽  
Regulatory Systems ◽  
Human Decision ◽  
The Right

Preventing discrimination requires that we have means of detecting it, and this can be enormously difficult when human beings are making the underlying decisions. As applied today, algorithms can increase the risk of discrimination. But as we argue here, algorithms by their nature require a far greater level of specificity than is usually possible with human decision making, and this specificity makes it possible to probe aspects of the decision in additional ways. With the right changes to legal and regulatory systems, algorithms can thus potentially make it easier to detect—and hence to help prevent—discrimination.

ARTIFICIAL INTELLIGENCE AND "PREDICTED JUSTICE": FOREIGN EXPERIENCE

Lex Russica ◽  
2019 ◽  
pp. 79-87
Author(s):  
P. N. Biryukov
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Relevant Information ◽  
Final Decision ◽  
Legal Information ◽  
The Right ◽  
Task Interpretation ◽  
Short Time ◽  
Analytical Tools

The paper deals with the problems of application of artificial intelligence (AI) in the field of justice. Present day environment facilitates the use of AI in law. Technology has entered the market. As a result, "predicted justice" has become possible. Once an overview of the possible future process is obtained, it is easier for the professional to complete the task-interpretation and final decision-making (negotiations, litigation). It will take a lot of work to bring AI up to this standard. Legal information should be structured to make it not only readable, but also effective for decision-making. "Predicted justice" can help both the parties to the case and the judges in structuring information, and students and teachers seeking relevant information. The development of information technology has led to increased opportunities for "predicted justice" programs. They take advantage of new digital tools. The focus is on two advantages of the programs: a) improving the quality of services provided; b) simultaneously monitoring the operational costs of the justice system. "Predicted justice" provides algorithms for analyzing a huge number of situations in a short time, allowing you to predict the outcome of a dispute or at least assess the chances of success. It helps: choose the right way of defense, the most suitable arguments, estimate the expected amount of compensation, etc. Thus, it is not about justice itself, but only about analytical tools that would make it possible to predict future decisions in disputes similar to those that have been analyzed.

Finding Cost-Effective Applications for Expert Systems

1993 ◽  
Vol 115 (1) ◽  
pp. 56-61
Author(s):  
P. J. Hartman
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Expert Systems ◽  
Processing Speed ◽  
Development Process ◽  
Cost Effective ◽  
Risk Assessments ◽  
Problem Complexity ◽  
Practical Application ◽  
The Right

Expert systems are one of the few areas of artificial intelligence which have successfully made the transition from research and development to practical application. The key to fielding a successful expert system is finding the right problem to solve. AI costs, including all the development and testing, are so high that the problems must be very important to justify the effort. This paper develops a systematic way of trying to predict the future. It provides robust decision-making criteria, which can be used to predict the success or failure of proposed expert systems. The methods focus on eliminating obviously unsuitable problems and performing risk assessments and cost evaluations of the program. These assessments include evaluation of need, problem complexity, value, user experience, and the processing speed required. If an application proves feasible, the information generated during the decision phase can be then used to speed the development process.

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