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AI-Enhanced eHRM: Revolutionizing Talent Acquisition for Maximum Benefits

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Shodhak: A Journal of Historical Research||Vol.13,Issue 10,2023||ISSN :0302-9832

AI-Enhanced eHRM: Revolutionizing Talent Acquisition for Maximum Benefits

Dr. Tamasmita Basu1, Mr. Soumen Jana2
1 Assistant Professor, Department of Hospital Management, Techno India College, Kolkata
2 Research Scholar, Department of Business Management, Vidyasagar University, West
Bengal
Abstract:
Artificial intelligence (AI) has revolutionized talent acquisition and management, particularly
in the field of Electronic Human Resource Management (eHRM). AI-Enhanced eHRM
systems, which use machine learning algorithms, natural language processing, and big data
analytics, can analyze vast candidate data, identify patterns, and predict candidate suitability,
streamlining the hiring process. AI-driven systems can reduce bias in recruitment practices,
promoting a more inclusive workplace. They can also actively attract passive candidates by
analyzing online activities, social media, and professional networks. AI-driven chatbots and
virtual assistants provide real-time responses, application status updates, and personalized
feedback, enhancing the candidate experience. Onboarding is optimized by personalized plans
based on individual skill gaps and learning preferences. AI-Enhanced eHRM also optimizes
the employee lifecycle, providing real-time feedback, identifying areas of improvement, and
suggesting targeted training opportunities. However, ethical considerations such as data
privacy, security, and algorithmic transparency must be balanced. In conclusion, AI-Enhanced
eHRM is revolutionizing talent acquisition, transforming how organizations identify, attract,
and nurture top talent.
Keywords: AI EHRM, Talent Acquisition, Human Resource, Recruitment tool, Human
Resource
Introduction
In the context of the Covid pandemic, minimizing human interaction while maintaining or even
improving recruitment efficiency has become crucial for organizations. Businesses and
industries rely on high-quality employees to achieve their objectives, and talent acquisition
plays a vital role in this process. Human resources personnel are tasked with selecting the most
suitable candidates from a large pool of applicants. In today's highly competitive business
landscape, optimizing the recruitment process is essential to enhance productivity and increase
profits.

This study centers on the application of Artificial Intelligence (AI) and Machine Learning (ML)
algorithms, which have gained increasing prominence within the recruitment industry. The
term "artificial intelligence" was initially coined in 1956 during a conference organized by John
McCarthy at Dartmouth University. Over the past 55 years, HR managers have progressively
embraced AI and its associated technologies to optimize the process of recruiting skilled and
capable personnel.

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Drawing from diverse analyses, HR managers are inclined to perceive the incorporation of
Machine Learning into their organizational framework as a source of multiple benefits,
enhancing the overall employee experience (Alkhazraji & Buhaliba, 2020). Nonetheless, it's
essential to underscore that while Artificial Intelligence will play a significant role in assisting
employers, it won't supplant human involvement in the recruitment and candidate screening
procedures. Instead, it will function as a valuable tool for HR professionals.
The integration of AI empowers HR experts to streamline and automate specific facets of the
recruitment process, enabling them to divert their attention toward other responsibilities within
their respective organizations. This shift in focus has the potential to enhance efficiency and
indirectly contribute to revenue growth.
Approximately 30% of companies are already leveraging AI algorithms to curtail costs, save
time, and identify suitable talent for specific positions (Geetha & Reddy, 2018). The prevalence
of machine learning algorithms in the recruitment sphere is evident, with applications utilizing
data extracted from applicants' social media profiles to glean insights into their skills and
personalities. This in-depth behavioral analysis is subsequently presented to HR managers for
further evaluation and examination (Faliagka et al., 2012). Employing such algorithms
streamlines the candidate assessment process, facilitating more efficient identification of the
most promising candidates.
The academic landscape from which millennials emerge has undergone significant
transformations, primarily driven by the availability of advanced technology and management
programs. This shift has led millennials to explore and embrace new approaches such as big
data analytics, data science, artificial intelligence, machine learning, neural networks, and more
(Thejovathi & Krishnan, 2020).
However, the prevalence of AI adoption varies considerably depending on the region under
consideration. Western countries and eastern Asia stand out as regions where AI is extensively
utilized to its full potential. Despite a significant influx of skilled labor entering the job market
in the Indian subcontinent, this has created immense stress on the recruitment system and has
put HR professionals in a challenging situation in the fierce competition for talent.
Consequently, HR managers are facing heightened difficulties while shortlisting suitable
candidates for specific positions, leading to human errors or oversights that result in the
inadvertent elimination of talented or skilled candidates from the hiring process.
In response to this challenge, AI-based recruitment has become popular and is widely
implemented, particularly the use of big data to shortlist candidates for various job roles. AI
and machine learning algorithms are the most prominent and extensively researched
automation software, playing a vital role in driving company revenue (Chanda, 2019). These
technologies aid HR professionals in efficiently identifying and selecting the right candidates,
optimizing the recruitment process, and mitigating the risk of human biases and errors.
As per a report by SIEMENS, it is projected that by 2035, intelligent and digitally networked
systems, with a particular focus on AI, could contribute to additional growth of approximately
€420 billion in Western Europe alone. Additionally, a study conducted by PWC suggests that
AI has the potential to boost the global economy by an impressive US$ 15.7 trillion by 2030.
Given these forecasts, it becomes evident that the integration of AI into recruitment processes
is not only inevitable but also highly crucial (SIEMENS, PWC, 2017).

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Another critical aspect to consider is the implementation of AI algorithms in the post-COVID

job market. The pandemic has significantly impacted the labour market during the early stages
of the fourth industrial revolution. As the COVID-19 pandemic recedes, HR managers must
adapt dynamically, recognizing the workforce as a crucial factor influencing the organization's
performance (Peres et al., 2020).
The pandemic has forced schools and employers to adjust to the new normal of virtual
recruitment. Many companies have expressed satisfaction with the virtual recruitment process,
indicating that virtual recruiting is likely to continue well into the post-COVID world.
Consequently, there will be further modernization of virtual recruitment methods. Given the
prevailing circumstances where in-person interactions are discouraged, AI emerges as a viable
solution (Carnevale & Hatak, 2020). The use of AI in virtual recruitment can facilitate efficient
and effective candidate evaluation and selection, making it an indispensable tool in this
evolving job market landscape.
Big data collection, data analytics, and AI can indeed be highly beneficial in the shortlisting
process. AI algorithms play a crucial role in this regard, as they observe various aspects of the
candidates during interviews, such as their movements, communication skills, technical
knowledge, and confidence. Afterward, the algorithm compares these observations to a
predefined set of calibrated responses and makes an assessment of the candidate's competence
for the applied position (Brishti & Javed, 2020).
The primary advantage of using AI in this context is its ability to efficiently screen millions of
profiles simultaneously, significantly increasing the efficiency of the shortlisting process. The
AI algorithm can conduct programmed job interviews, providing regular assistance to the
employer as needed. This not only helps the employer in making informed decisions but also
reduces the hiring cycle duration. It is important to note that the use of AI in recruitment aims
to assist employers rather than replacing them in the decision-making process (Lucci & Kopec,
2015).
By leveraging AI, employers can streamline their candidate evaluation process, identify the
most suitable candidates more effectively, and ultimately make more informed hiring decisions.
The technology empowers HR professionals with valuable insights, ultimately leading to better
recruitment outcomes and an overall improved recruitment experience for both employers and
candidates.
Literature review
As the days pass, the integration of artificial intelligence, machine learning, and the Internet of
Things (IoT) continues to play an increasingly dominant role in our daily lives. This rapid
advancement is predicted to lead to the fourth industrial revolution, posing new challenges for
organizational management (Brynjolfsson & McAfee, 2014). AI, coupled with machine
learning, has become essential in building intelligent systems that learn from past data,
commonly known as training data. For instance, in recruitment, automating the process
necessitates a training dataset of applicant interviews (Janiesch et al., 2021).

The dynamic nature of technology and corporate structures has prompted the adoption of a
novel approach to human resource management, driven by knowledge and data collection.

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Employee monitoring systems have been introduced in many corporations, involving the
collection, storage, and analysis of data from various sources to report on employees' actions
and performance (Ball et al., 2010).

Furthermore, AI has revolutionized another fundamental aspect of corporate functioning: the

employee recruitment system. Online recruitment, utilizing AI, has expedited candidate
screening through social media analysis, providing valuable data for background verification
(Melanthiou, 2015). With extensive AI integration, corporations are reaping several benefits in
their recruitment process.

The main advantages of AI in recruitment are twofold. Firstly, it saves considerable time and
effort for HR managers, enabling them to focus on increasing overall employee productivity
(Deshmukh, 2019). Second, it enhances candidates' experiences, making the recruitment
process more positive. As evidenced by a recent study from the Sage Group, approximately
24% of businesses worldwide have already implemented AI in talent acquisition, and 56% of
HR managers plan to adopt AI technologies in the coming year.

The World Economic Forum (WEF) predicts significant job transformations due to AI and
machine learning, resulting in the creation of new job roles while rendering some current jobs
obsolete. Consequently, HR departments will face intensified pressure, leading to an increase
in hiring HR professionals. While this could escalate overall company expenses, the
introduction of AI in the hiring process offers cost-benefits through its efficient functioning,
outweighing its implementation costs. Thus, AI-driven recruitment tools can prove invaluable
in navigating these changes effectively.

AI Application Areas
As indicated by an alternate article, 8% of global companies have already integrated AI in
various capacities within their HR operations. Impressively, nearly 100% of Chinese firms have
incorporated AI, and approximately 83% of U.S. employers/employees have embraced this
technology in some form (Brin, 2019).
Broadly speaking, the utilization of AI in HR follows a pattern based on organizational
adoption:
1. Employing open-source data, such as insights from social media profiles, to discern the
most suitable candidates for specific roles. The practice of screening job applicants
through their social media accounts has witnessed a substantial surge in popularity. In
a span of a decade, Career Builder's 2018 study revealed that this approach escalated
from 11% to 70% (Jacobson et al., 2020), marking a remarkable 44% annual increase.
2. Screening and processing a high number of employment applications is a time-
consuming and difficult task. As a result, several organisations have developed
computerised pre-screening software that sorts job applications based on essential
aspects, such as the presence or use of specific keywords, and assesses individuals'

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talents during the recruiting process. AI for recruitment can also interact with effective
screening tools such as your ATS, CRM, and HRIS (Deshmukh, 2019) - (40%).
3. Developing ideas for teaching and training new job candidates, such as the skills they'll
need to learn or the training they'll need to work in their desired position (43%).
In the years to come, fierce competition will encourage the company to increase its
technological spending. What remains to be seen, though, is how the rate of adoption will affect
the company's growth statistics. There are several organisational kinds, such as an innovator,
early majority, late majority, and laggard, depending on the rate of adoption (Rogers, 1971).
Recruitment of Employees
In contrast to conventional recruitment techniques such as CV screening or employee referrals,
AI and machine learning algorithms possess the capacity to identify hidden patterns
imperceptible to human observation. These technologies can expedite the identification of
optimal candidates for vacant job positions with greater speed and efficiency. Thriving in
today's competitive landscape necessitates the optimization of personnel acquisition and
management through comprehensive AI utilization, transitioning from an ethical HR
framework to an ethical HR department integrated with AI (Rudresh et al., 2020). Figure 1
illustrates the prominent patterns within recruitment and talent acquisition.

Fig 1: 2018 Global Recruiting Trends report

Greater Access to the Pool of Candidates
Securing adept and efficient individuals remains an ongoing imperative for enterprises to fulfill
expectations and achieve short- and long-term goals. The deployment of AI leads to decreased
human interaction and the acceleration of tasks. Dedicated online platforms aggregate job
opportunities, enabling fledgling job seekers to promptly and effortlessly explore them round
the clock.

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Furthermore, AI operates ceaselessly, enabling recruitment to transpire at one's convenience

and from any location of choice (Johnson et al., 2020). Enterprises have ascertained that online
recruitment widens their access to a significantly vaster pool of candidates compared to
conventional hiring methods employed in the past (Chapman & Godollei, 2017). To illustrate,
during the establishment of a new facility in Georgia, Kia Motors advertised 2500 open
positions and garnered more than 43,000 applications in just a month's span (Adams, 2008).
Higher Age Group Candidate Experience
According to experts, AI will ensure that employees of higher age groups be taken care of when
they return to the workforce in a post-pandemic employment market without age-related
prejudice emerging. It does not recruit people based on their outward looks but rather just on
their experience, skills, traits, and success (Allam, 2021). The process may be unfamiliar to
older age groups, and they may have trouble adjusting to it, but its benefits exceed its
drawbacks, and it will be a useful addition (Choi, 2020; Bhalgat, 2019).

Methodology
Research Methodology

This study employs a deductive reasoning approach within its quantitative methodology.
Unlike qualitative inquiries, which often rely on a restricted sample size, this approach allows
for the utilization of a substantial sample, facilitating comprehensive sample examination
(Karan, 2019). By utilizing statistical and mathematical techniques to scrutinize and interpret
data derived from the sample, quantitative research systematically and empirically investigates
observations drawn from a sizable participant pool. The conclusions drawn from the analysis
are subsequently employed to substantiate the author's suppositions and hypotheses. According
to Willis (2008), "the majority of quantitative research can be divided into three broad
categories: experimental, relationship, and survey research." Selecting an appropriate research
approach is of paramount importance to ensure accurate and sound scientific exploration.

Adopting a deductive methodology, we formulated a hypothesis as the initial step in this study
prior to gathering data from the designated sample. This perspective is corroborated by
statistical research.

Sample and Procedure

For the survey data collection, a meticulously structured questionnaire was formulated and
individually administered to each participant. This investigation employed a combination of
convenience and purposive sampling techniques. The sample of respondents consisted of
approximately 53 working professionals occupying pivotal decision-making roles across
diverse industries, including IT, technical fields, finance, human resources, education,
healthcare, and others. Their provided responses were subsequently subjected to statistical
analysis.

Fieldwork Process

The fieldwork process encompassed both a pilot survey and the final survey, comprising the
entirety of the data collection process. The assessment method employed for the questionnaire
was the Likert scale.

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Validation

To ensure data validity, the collected data underwent analysis in SPSS, with Cronbach's Alpha
test being employed. The outcomes of this analysis, encompassing all 50 responses, are
displayed in Table 1.
Table 1
Cronbach's Alpha Test
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
0.850 0.852 15

To determine the variable's internal consistency, Cronbach's alpha was determined, as shown
in Table 1. There are 15 items selected for analysis. Based on standardised items, Cronbach's
alpha is 0.852. The resultant number, 0.850, demonstrates the validity of the data that was
gathered.
The Cronbach's alpha coefficient in the dataset demonstrates a satisfactory and notably elevated
degree of reliability, as deduced from the collected and scrutinized data. Each query within the
primary questionnaire displays a substantial correlation with every other query.
Table 2
Descriptive Analysis
Std.
N Mean Median Mode Variance Skewness Kurtosis Range
Deviation
Std. Std.
Statistic Statistic Statistic Statistic Statistic Statistic Statistic Statistic Statistic
Error Error
Q1. 53 3.06 3.00 3 1.045 1.093 -0.221 0.327 -0.601 0.644 4
Q2. 53 3.68 4.00 4 1.088 1.184 -1.273 0.327 1.367 0.644 4
Q3. 53 3.49 4.00 4 0.953 0.909 -0.595 0.327 0.357 0.644 4
Q4. 53 3.28 4.00 4 1.116 1.245 -0.679 0.327 -0.412 0.644 4
Q5. 53 3.43 4.00 4 1.083 1.173 -0.484 0.327 -0.272 0.644 4
Q6. 53 3.55 4.00 4 1.119 1.253 -0.807 0.327 0.109 0.644 4
Q7. 53 3.26 3.00 4 1.146 1.313 -0.466 0.327 -0.526 0.644 4
Q8. 53 3.32 3.00 4 0.996 0.991 -0.21 0.327 -0.767 0.644 4
Q9. 53 3.32 3.00 4 0.956 0.914 -0.423 0.327 -0.114 0.644 4
Q10. 53 3.32 3.00 4 0.872 0.761 -0.326 0.327 -0.125 0.644 4
Q11. 53 3.55 4.00 4 0.798 0.637 -0.631 0.327 1.067 0.644 4
Q12. 53 3.49 4.00 4 0.953 0.909 -0.734 0.327 0.351 0.644 4
Q13. 53 3.45 4.00 4 1.119 1.253 -0.562 0.327 -0.141 0.644 4
Q14 53 3.57 4.00 4 1.047 1.097 -0.913 0.327 0.798 0.644 4
Q15. 53 3.75 4.00 4 0.939 0.881 -0.641 0.327 0.33 0.644 4

Table 2's analysis makes it easier to discover the data's properties and summary in a logical
order. About 53 data sets were selected as a viable sample for analysis.

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It's common practise to measure a central tendency using the arithmetic mean. The standard
deviation's least value is 0.798 and its greatest is 1.146. The median value is less than the mean
value. As a result, positively skewness is the value obtained. Here, the range's greatest value is
4 and the kurtosis's standard error is 0.644.

Table 3
Inter-Item Correlation Matrix
Q1. Q2. Q3. Q4. Q5. Q6. Q7. Q8. Q9. Q10. Q11. Q12. Q13. Q14. Q15.
Q1. 1.000 0.405 0.473 0.266 0.538 0.598 0.084 0.481 0.232 0.338 0.331 0.377 0.306 0.357 0.171
Q2. 0.405 1.000 0.359 0.393 0.300 0.289 0.146 0.558 0.138 0.111 0.339 0.266 0.390 0.196 0.147
Q3. 0.473 0.359 1.000 0.192 0.479 0.266 0.214 0.317 0.541 0.339 0.449 0.302 0.238 0.468 0.331
Q4. 0.266 0.393 0.192 1.000 0.246 0.305 0.346 0.315 0.057 0.201 0.384 0.409 0.496 0.124 -0.134
Q5. 0.538 0.300 0.479 0.246 1.000 0.149 0.107 0.207 0.439 0.542 0.365 0.162 0.025 0.203 0.315
Q6. 0.598 0.289 0.266 0.305 0.149 1.000 0.290 0.478 0.066 0.132 0.218 0.519 0.336 0.223 0.094
Q7. 0.084 0.146 0.214 0.346 0.107 0.290 1.000 0.497 0.202 -0.125 0.112 0.390 0.205 0.274 0.008
Q8. 0.481 0.558 0.317 0.315 0.207 0.478 0.497 1.000 0.112 -0.054 0.210 0.216 0.109 0.191 0.127
Q9. 0.232 0.138 0.541 0.057 0.439 0.066 0.202 0.112 1.000 0.312 0.194 0.225 0.059 0.526 0.346
Q10. 0.338 0.111 0.339 0.201 0.542 0.132 -0.125 -0.054 0.312 1.000 0.599 0.270 0.262 0.240 0.262
Q11. 0.331 0.339 0.449 0.384 0.365 0.218 0.112 0.210 0.194 0.599 1.000 0.323 0.471 0.359 0.157
Q12. 0.377 0.266 0.302 0.409 0.162 0.519 0.390 0.216 0.225 0.270 0.323 1.000 0.581 0.294 0.051
Q13. 0.306 0.390 0.238 0.496 0.025 0.336 0.205 0.109 0.059 0.262 0.471 0.581 1.000 0.319 0.071
Q14. 0.357 0.196 0.468 0.124 0.203 0.223 0.274 0.191 0.526 0.240 0.359 0.294 0.319 1.000 0.418
Q15. 0.171 0.147 0.331 -0.134 0.315 0.094 0.008 0.127 0.346 0.262 0.157 0.051 0.071 0.418 1.000

The internal consistency reliability was computed using the inter-term correlation reported in
Table 3. The inter-item correlation matrix shows how the different components and questions
asked of survey respondents relate to one another and how different aspects of the research are
related. Different items that examine the same broad construct of the notion are contrasted in
order to see whether they have comparable effects. A test or questionnaire is assessed to check
if each item on the test or questionnaire delivers consistent, suitable findings.

Analysis and Discussion

Analysis of the Background of Respondents
Derived from the dataset accumulated from our initial 53 participants, it is conspicuously
apparent, particularly as illustrated in the graph elucidated within Table 4, that our survey has
attracted individuals spanning an extensive spectrum of industries. This inclusivity augments
the precision of our findings and facilitates the formulation of a more nuanced conclusion.
Notably, out of the 53 respondents, approximately 19 are affiliated with the Healthcare sector,
constituting around 34% and thereby constituting the predominant segment within this study.
The subsequent prominent sectors encompass technical disciplines, education, and finance.
Remarkably, our respondents' affiliations include several prominent corporations such as E&Y,
Cognizant, TCS, Wipro, and various others. Upon scrutinizing the presented chart, it becomes
apparent that a considerable portion of the surveyed participants emanate from a technical

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background, thereby possessing a heightened awareness of the nascent technologies emerging

within their respective domains.
Table 4
RESPONDENT BACKGROUND
Industry of Experience Percentage of Responders
Healthcare 34%
Financial institution 12%
Education 22%
Information Technology 10%
Marketing Firm 6%
Manufacturing 4%
Pharmaceutical 2%
Consultancy firm 6%
Manufacturing 2%
Retired at present 2%

AI Tool Development for Recruitment

In the industries that our respondents work in, AI was either employed frequently or
infrequently, according to our poll. Figure 2 shows that roughly 62% of our respondents agree
with this statement. It is easy to draw the conclusion that AI is not very useful as a real-time
recruitment tool, but this will not last for long. Figure 3 shows that out of the fifty professionals
we polled, 76% of them think AI is about to make progress within the next five years. In the
future, it will play a crucial role in most organisations' efforts to find fresh talent by acting as a
recruitment tool.

Figure 2
Response to Question 1

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Figure 3
Response to question 2
H1: AI has enhanced the hiring process overall by shortening the process's time.
Table 5

Strongly Strongly
Questions Disagree Neutral Agree
Disagree Agree
Do you agree that your organization’s talent
1 acquisition function is standardized and on par 3.77% 9.43% 32.08% 43.40% 11.32%
with comparable organizations?
Will the use of AI tools improve candidate
2 experience for older age groups during the hiring 9.43% 15.09% 20.75% 47.17% 7.55%
process?
Does your company use big data in an
3 application tracking system to find people that 5.66% 13.21% 28.30% 37.74% 15.09%
would be a good fit for the company?
4 Do you agree that using AI techniques will help 7.55% 9.43% 20.75% 45.28% 16.98%
fill open posts more quickly?
5 Do you think implementing AI as a recruiting 9.43% 15.09% 16.42% 37.74% 21.32%
tool will be user friendly for all candidates?

Does your company use big data in an application tracking system to find people that
would be a good fit for the company?
Artificial Intelligence (AI) has profoundly enhanced the overall hiring cycle experience,
leading to a substantial reduction in its duration. Consequently, this reduction in timeline
contributes to lowered expenses throughout the process, thereby fostering heightened
organizational revenues. Moreover, this streamlined approach reallocates the workforce more
strategically, aligning it with areas of greater demand.

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As demonstrated in Table 5, a significant portion—approximately 53%—of our survey

participants express agreement or strong agreement with the utilization of Application Tracking
Systems (ATS) and other expansive data-driven software within their respective organizations.
This adoption serves to expedite the recruitment process notably. Upon more comprehensive
scrutiny, it becomes evident that a significant proportion of the 50% of respondents are
affiliated with the Healthcare and IT sectors. This prevalence is unsurprising, given the
pronounced technological integration within these industries.
Do you agree that using AI techniques will help fill open posts more quickly?
Highlighted within the aforementioned Table 5, a notable 62% of the participants in our study
concur that AI tools hold the potential to expedite the fulfilment of vacant positions more
promptly than traditional human efforts within the recruitment cycle. This consensus
substantiates the perception held across a diverse range of service sectors that AI serves as a
proficient instrument for recruitment, thus affirming the validity of our initial hypothesis. This
hypothesis posited that "AI has enriched the hiring procedure holistically through the reduction
of processing time."
By hastening the process of filling vacant roles and circumventing unnecessary delays, AI not
only enhances the overall encounter for job applicants but also bolsters their confidence.
Do you think implementing AI as a recruiting tool will be user friendly for all candidates?
Referring to the inquiry posed in Table 5, approximately 59% of the survey participants express
either agreement or strong agreement regarding AI's role as a recruitment tool being universally
user-friendly for all candidates. This validation lends support to our initial hypothesis, which
posits that AI enhances the hiring cycle by enhancing the candidate experience within the
recruitment process.
H2: AI has significantly decreased the cost and inadvertent in the recruiting process.
Table 6
Strongly Strongly
Questions Disagree Neutral Agree
Disagree Agree
I consider myself knowledgeable about
1 using artificial intelligence (AI) to attract 1.89% 22.64% 16.42% 49.62% 9.43%
talent.
Do you think using AI powered recruiting
tools will make it harder for the system to
2 3.77% 35.09% 13.96% 39.62% 7.55%
understand why a certain candidate is
accepted or rejected?
Machine learning and AI recruitment toll's
3 effective operation outweigh the expenses of 1.89% 15.09% 27.74% 49.62% 5.66%
its introduction and implementations.
Does the cost advantage of the AI
recruitment tools effective operation
4 1.89% 5.66% 15.85% 49.06% 27.55%
outweigh the expense of its introduction and
implementation?

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I consider myself knowledgeable about using artificial intelligence (AI) to attract talent.
Among all the respondents who provided their insights, as demonstrated in the data presented
in Table 6, a discernible trend emerges: HR recruitment professionals exhibit a notable level of
familiarity with the integration of artificial intelligence into the recruitment process, along with
a sound understanding of its implementation and utility. Upon delving into a more detailed
analysis, it becomes apparent that 49.62% of the respondents conveyed a certain degree of
confidence in their aptitude to utilize AI as a recruitment tool. However, a mere 9.43% of the
total respondents strongly aligned with this sentiment, indicating a reservation in their
competence to effectively manage AI as a recruitment tool. This observation underscores a
potential gap in proficiency among those responsible for AI operations.
When individuals overseeing AI systems possess a comprehensive understanding of its
workings, the AI's decision-making capabilities experience exponential enhancement, marked
by heightened precision and a mitigation of human judgment errors. This outcome corroborates
our initial hypothesis. Notably, the absence of adequate training and technological readiness is
anticipated to pose a substantial challenge in the adoption of AI as a recruitment tool. This
scenario is further compounded by the projection that AI is poised to assume primary
responsibilities traditionally executed by HR managers, consequently intersecting with
managerial authority and organizational outcomes. Nevertheless, in the face of these
challenges, HR managers display a willingness to embrace this transformation for the
betterment of the organization (Praveen & Krishnan, 2021).
Do you think using AI powered recruiting tools will make it harder for the system to
understand why a certain candidate is accepted or rejected?
Observing the data presented in Table 6, it is notable that while the predominant faction of
respondents acknowledges that AI is unlikely to introduce further complexity to the recruitment
process, a substantial subset comprising 19 individuals, constituting approximately 35.09% of
the respondents, holds the perspective that AI could potentially contribute to intricacies in the
recruitment process. They perceive a potential challenge in AI's ability to furnish appropriate
explanations for the acceptance or rejection of job applicants, thereby engendering ambiguity
in the decision-making rationale.
Machine learning and AI recruitment toll's effective operation outweigh the expenses of
its introduction and implementations.
The insights gleaned from the data exhibited in Table 6 indicate that a considerable proportion,
specifically 49.62% or 25 professionals, concur that AI holds the potential to supplant human
recruiters as an instrumental recruitment tool. This conviction is rooted in the perception that
AI recruitment tools exhibit a capacity for making decisions devoid of errors and offer a notably
cost-effective approach, thus amplifying their operational efficacy beyond that of their human
counterparts. This affirmation lends further validation to our initial hypothesis, positing AI as
an efficient, cost-effective, and flawlessly operational recruitment tool.
Does the cost advantage of the AI recruitment tools effective operation outweigh the
expense of its introduction and implementation?
Presently, numerous sectors perceive the integration of AI intelligence into any operation as a
financially burdensome endeavour. The expenses linked with establishing servers and other

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requisite infrastructure can indeed be substantial. However, it is imperative for them to

recognize that the cumulative savings generated by the optimized performance of AI as a
recruitment tool, coupled with the augmented revenue derived from skillfully redirecting
workforce energy away from recruitment to more vital undertakings, surpass the initial
implementation costs. This reality becomes evident upon an examination of Table 6, wherein
27.55% of professionals staunchly concur, and an additional 49.06% express agreement with
our standpoint.

H3: The Person Job (PJ) Fitness has been improved by AI thanks to better screening
Table 7
Strongly Strongly
Questions Disagree Neutral Agree
Disagree Agree
Do you think using AI technologies in the
1 hiring process will make it easier to find 3.77% 11.32% 16.42% 49.06% 19.43%
applicants who have the necessary skills?
2 The firm can access a bigger talent pool by 7.55% 9.43% 20.19% 35.85% 26.98%
automating recruitment.
Do you think artificial intelligence (AI)
3 powered candidate screening systems can 7.55% 3.77% 28.30% 45.28% 15.09%
occasionally be wrong and unreliable?
Some intangibles such as candidate’s soft
4 skills and cognitive talents may go undetected 1.89% 7.55% 24.53% 45.28% 20.75%
by AI.

Do you think using AI technologies in the hiring process will make it easier to find
applicants who have the necessary skills?

In the present landscape, both recruiters and job seekers encounter challenges as they sift
through incongruous profiles and job listings respectively, in pursuit of the ideal match. Here,
the infusion of artificial intelligence can establish tailored job search preferences featuring
pertinent job descriptions tailored to recruiters' needs. A comparable algorithm can be
employed by recruitment professionals and job seekers alike to evaluate soft skills, hard skills,
job roles, educational background, and more.
As indicated by the findings in Table 7 from our survey, a substantial 19.43% of respondents
firmly concur, while an additional 49.06% agree that artificial intelligence holds the potential
to notably expedite the process of identifying candidates with requisite competencies. This
efficacy is contingent upon the specific positions open for recruitment, facilitating the hiring
of exceptionally qualified individuals with minimal errors. While 16.42% of respondents
remain neutral in their stance, it's noteworthy that only 15% express strong disagreement or
disagreement, thereby reinforcing our initial hypothesis.

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Artificial intelligence is poised to excel in discerning the ideal candidate possessing the
requisite academic qualifications, professional experience, and skill set necessary to fulfill
specific job vacancies.
The firm can access a bigger talent pool by automating recruitment.
The traditional recruitment process, overseen by HR professionals, significantly constrains the
potential to tap into a broader talent pool. Conversely, automation of this procedure empowers
AI to swiftly assess numerous applications. Additionally, the AI-driven approach facilitates the
widespread dissemination of job vacancies across various platforms, reaching a more extensive
demographic. As indicated in Table 7, 26.98% of our respondents firmly endorse this notion,
and an additional 35.85% align with our perspective, substantially outweighing opposing
viewpoints. By gaining access to a larger talent pool, organizations heighten their probability
of identifying a more fitting candidate for specific roles, ultimately bolstering the Person Job
(PJ) compatibility of their workforce.
Following rigorous statistical analysis and comprehensive deliberation on the impact of AI on
the employee recruitment process, we have deduced that AI's role in the hiring cycle will
advance significantly in the ensuing decades. This progression is set to enhance productivity
not only among current employees but also prospective applicants. The collaborative
interaction between AI recruitment tools and the organization's HR managers will streamline
costs, save time, and elevate the caliber of new hires.
The subsequent section provides a succinct overview of the discussed facts in this thesis:
1. AI has revolutionized the hiring process by shortening its duration: Many recruiting
managers opine that manually managing talent acquisition tasks can impede business
efficiency and impact the caliber of fresh recruits. The surge in overall workload also
influences the morale of the hiring managers. Consequently, if the workload can be
shared with AI recruitment tools, it will amplify the operational capability of HR
experts, enhancing productivity and the overall journey. This automated hiring
approach also expedites the hiring cycle, thus enhancing the confidence of new
applicants coming on board and even conserving time for candidates who face rejection.
Most notably, artificial intelligence in recruitment can adeptly digitize repetitive
undertakings, curbing inefficiencies in the hiring process, ultimately liberating HR
professionals to concentrate on other endeavours like enriching candidate interaction
and connecting with pivotal individuals holding influential positions.
2. AI has brought about substantial reductions in expenses and inaccuracies within the
hiring process: AI-driven recruitment solutions effectively curtail costs while
augmenting corporate earnings. The recruitment function places a considerable burden
on HR experts; the transition of this responsibility to AI-powered recruitment software
unburdens them. These professionals can then redirect their attention to alternative
endeavours that have the potential to amplify revenue streams. Moreover, AI tools
markedly diminish human fallibility in the recruitment trajectory and instill heightened
uniformity into the hiring cycle. Leveraging emerging technologies, HR managers
employ novel data analytics methodologies and implement approaches designed to
pinpoint adverse contributors to candidate engagement. Subsequently, they eliminate
these elements from the hiring process.

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3. AI has enriched the alignment between individuals and job roles (PJ fitness) through
advanced screening methods: AI-driven recruitment solutions employ proficiency-
centered job profiling. In this approach, AI tools not only emphasize an applicant's
qualifications but also place substantial focus on their practical proficiencies developed
over time, particularly through both formal and informal experiences. Marginalized
demographics, including immigrants and refugees, frequently overlook potential job
prospects due to a lack of formal credentials. Conventional human recruiters often
overlook these skill nuances, a pitfall circumvented by AI. Furthermore, comprehensive
skill and psychometric assessments unearth aptitudes within job candidates that they
might not even be cognizant of, making this process exceedingly advantageous. After
the full spectrum of analysis concludes, the AI tools can categorize candidates into
suitable departments based on their unique skill matrices.
As artificial intelligence swiftly integrates into the corporate landscape, the process of hiring
and choosing job candidates will progressively assimilate an expanding array of AI-driven
software, ultimately automating the entire protocol. AI has the potential to offer additional
remedies for the talent procurement division across various sectors, streamlining effectiveness
by eliminating the iterative responsibilities previously shouldered by HR managers. The
employment of AI-powered tools for new job placement is poised to evolve continually in the
forthcoming years, exerting even more profound influence on the recruitment and job selection
cycles (Jennifer & Senja, 2019).
Influence on Professionals and Recruiters
The alteration in the hiring process has sparked a sense of optimism among HR managers. It is
anticipated to significantly diminish their workload, allowing them to divert their attention
towards other crucial obligations. As indicated by the survey findings, these professionals are
rather assured of their ability to adeptly acclimate by gaining insights into the functionalities
of AI-driven recruitment tools and familiarizing themselves with the operation of such
technologies. Moreover, the enhancement of Person Job (PJ) compatibility achieved through
AI tools signifies that organizations stand to attract superior-quality job candidates and fresh
recruits. This assurance in the efficacy of AI as a recruitment instrument is bolstered by the
understanding that it will yield more capable applicants and employees (Bridget, 2019).
Concluding Remarks
The integration of AI into recruitment processes involves the utilization of machine learning
algorithms like supervised and unsupervised learning. This approach necessitates the
examination of extensive historical data to cultivate its functionality. However, there exists a
notable risk that the AI systems might unintentionally absorb discriminatory practices, such as
those related to race, ethnicity, or religion, from patterns observed in the behaviors of past HR
managers.
Our research findings underscore a growing apprehension among both job applicants and
recruiters that AI-driven recruitment tools could fall short in assessing candidates based on
essential soft skills, which remain crucial and often demand human comprehension.
Furthermore, there's a recognition that certain skills require human involvement for accurate
evaluation, leading to concerns about the limitations of AI in this aspect.

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Additionally, it's worth noting that individuals from older age groups might encounter
challenges in adapting to the rapidly evolving technological landscape, although there is an
overall positive outlook on this matter.
Cost is another pivotal consideration in the adoption of artificial intelligence. Small and
medium-sized enterprises might face financial constraints when incorporating AI into
recruitment practices due to the expenses associated with servers, supercomputers, and related
infrastructure. Thus, a prerequisite for widespread implementation would be a reduction in the
pricing of these technological components.

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