International Journal For Global Academic & Scientific Research (IJGASR)

Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081

Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
The Impact of AI on Recruitment and Selection Processes:
Analysing the role of AI in automating and enhancing
recruitment and selection procedures
Dr. Saurabh Pratap Singh Rathore
Director, International Consortium of Academic Professionals for Scientific Research, New Delhi

Abstract: Human resource management is the process of identifying, recruiting, hiring, and
training talented individuals, as well as providing them with career advancement possibilities
and critical feedback on their performance. The purpose of this study was to investigate the
function of AI in HRM practises using qualitative bibliometric analysis. Scopus, emerald, and
the Jstore library are used as data sources. This analysis contains adjustments to data
spanning 18 years.
It also showed that there is a constant improvement and introduction of new technological
conveniences. In accordance with the present market climate, which promotes and celebrates
process management and people management practises targeted at making the organisation
economically viable and different from the competition, this is a positive development. This
work advances the theoretical understanding of AI's growth in the HR sector in light of this
reality. Articles and proceedings examined in this research reveal that different authors and
academic institutions provide different perspectives on the problem.
Key words: HR Practices, AI tools and Bibliometric Research, Recruitment, Selection

Introduction:
High turnover rates are a major problem in the business sector in the age of digitization and
the Fourth Industrial Revolution. The Bureau of Labour Statistics reports that in the United
States, the turnover rate for any given industry often exceeds fifty percent, and that in certain
areas (such as hotels and restaurants), it may exceed seventy percent. An industry study
indicated that 41% of businesses discovered that when entry-level workers opted to quit, it
cost the organisation $30,000. This has a significant influence on labour costs. Recruiting is
an expensive and time-consuming process. Previous studies on employee turnover in
Indonesia found that only 25% of millennials felt involved with their companies, while 9%
did not feel tied to the company at all, and 66% only felt bound with the company to some
extent. Sixty percent of millennial employees are contemplating quitting the firm if they don't
sense a good cultural fit. It's safe to assume that this trend will have an effect on employee
turnover rates and maybe on how well an organisation does overall. High rates of planned job
departure have a detrimental effect on the company's finances and internal communications,
among other things.
Human resource management focuses on finding, hiring, and developing talented people,
providing them with opportunities to grow professionally, and providing constructive

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
feedback on how they're doing in their jobs. It does this by keeping tabs on staff habits in
light of the technological changes that have taken place inside the company. For any business
to thrive in today's cutthroat environment, every member of staff must work together to
implement necessary changes and meet strategic objectives. AI, or machine learning, is a
rapidly growing field with substantial applications in business. Some businesses maintain the
false belief that robots can't perform the work as well as humans. There is some apprehension
about using AI systems in the workplace. They're getting closer and closer to being correct,
and as a result, robots are becoming better and better at doing their jobs via appropriate
demonstration. The importance of AI in the hiring process is now well recognised. In 2018, it
has become clear that technology developments in HR are radically altering how businesses
source candidates and how they adapt to changing market circumstances in order to regain
their competitive edge. Now more than ever, businesses have a fantastic chance to save
money by automating the recruiting process and equipping hiring managers with the greatest
decision-making analysis possible.
The more specialised software used in artificial intelligence allows for a more accurate
assessment of the candidate's abilities in the workplace. Artificial intelligence (AI) makes it
possible for human resources managers to do their duties with little effort and paperwork.
Human resources managers have a tough job since recruiting top talent and matching them
with open positions is essential to the success of any business. Value is created for the
company via recruiting that is in line with current market trends, and efficiency and
performance are enhanced through the use of artificial intelligence. AI's vast capacity to
mimic the human brain allows it to provide effective recruiting outcomes. The best outcomes
from AI are achieved when its algorithms are tailored to a specific task. Hence, the use of AI
in personnel selection is the finest thing to happen in the field in the near future. Currently,
when compared to other HR processes, AI is most closely associated with the recruiting
function, which helps businesses find and hire the best possible employees. Using data from
previous hires, AI does a preliminary screening of resumes submitted to many firms.
According to the study of published works, 38% of respondents to a 2017 poll by Deloitte
predicted that AI will be extensively deployed at their organisation during the next three to
five years. The percentage increased to 42% in 2018. Better communication between
applicants and companies is one way in which artificial intelligence in recruiting may boost
candidate engagement. Overall applicant satisfaction with the system is rated at 9.8 out of 10
on average. This is because it has the ability to provide instantaneous updates, feedback, and
direction to applicants while also answering their queries as they arise. The absence of this
communication, which may have a major effect on the applicant experience, is a common
problem. “Recruitment through AI: A conceptual study,” by Geetha R & Bhanu Sree Reddy
D. (2018) The primary purpose of this research is to investigate the impact of AI on the hiring
process.
The report also sheds insight on how various AI-focused organisations go about hiring new
employees. Human Resources Director Ian Bailie's "An Analysis of AI's Effect on HR"
(2018) This paper discusses major corporations' use of AI, delves into the foundations of the
technology, and investigates its applications in human resources. The Positive Effects of AI
on Employment Human resources recruiters have a lot on their plates, including setting up
interviews and manually reviewing applicants. Human resources personnel may benefit from

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
AI in the role of a personal assistant if their companies use software or automated resume
checkers. Using a messaging service to automate discussions about certain recruiting or
employment inquiries is another wonderful approach to streamline these repetitive procedures
so that applicants may obtain the information they need whenever it's convenient for them.
Over the phone or over email, and without watering down the candidate's expertise. AI
Innovation in Human Resources Companies are actively seeking more effective approaches
to HR. In addition, it may be challenging for individuals to effectively embrace and
understand a variety of AI tools and methodologies, which can act as a roadblock to the
organization's overall objective.
AI has not only altered HR's role in the recruiting process but also drastically streamlined the
process itself. Testing Potential Employees Technology may be used to narrow down a pool
of applicants for a job. The candidate's resume is read by a resume parser, which then makes
the extracted data accessible in several areas. Use this automation tool to make better hiring
decisions and speed up the process of selecting candidates. Applicants Matched Find reliable
references that are a good fit for a certain résumé or job posting.
The ability to swiftly locate qualified applicants is made possible by match technology'
ability to differentiate between a job description and a candidate's skills and experience. By
matching synonyms for domain, talents, tools, location, education, etc., it finds the greatest
possible fit. Enhancing Your CV Check out their social media pages for the most recent
details on the candidates. You may also visit a marketplace and get all the necessary details
by entering a candidate's email address.
Artificial intelligence (AI) is the use of technology with the objective of recreating human
cognitive skills with the addition of the ability to anticipate and account for potential
problems. The Society for Human Resource Management (SHRM) sees AI as a potential
game-changer in HRM, ranking it as the top technical trend. An organisation may maximise
the benefits of AI technology for HR assistance by learning how science and data can
enhance decision-making. First, AI may aid in the automation process, second, it can aid in
the decision-making process, and third, it can act as an intelligent agent or chatbot as a
supporting tool for the business. 2.2 Digital Setting for Hiring A Virtual Recruitment
Environment (or VRE) is a platform for employers and job seekers to connect and network
online. a highly developed recruiting platform that facilitates online application submission
and even virtual job interviews.
The visual appeal, depth of available information, and efficiency of the application procedure
are all factors that shape the online recruiting atmosphere. Management of People Resources
Electronically In its simplest form, electronic human resource management (e-HRM) is the
coordination of HR-related tasks via the use of electronic means of communication.
Organisational support for HR strategy using internet-based technologies is another
description of e-HRM. Previous studies have shown that e-HRM technology may boost HR
output. E-recruitment and e-selection are two components of e-HRM that facilitate the hiring
process. In order to fill open jobs, businesses may pick and choose among the finest
candidates by utilising e-recruitment to draw in a large pool of competent applicants from
which to choose. E-recruitment is defined as the use of electronic means of communication,
including as websites and social media, to source, attract, and retain qualified applicants

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
throughout the recruitment and selection process. E-recruitment has four main advantages:
first, it can reach candidates who are currently working at other companies or passive
candidates; second, it can reduce time and cost, as all activities are carried out online; third, it
can increase the attractiveness of applying for jobs; and fourth, it can reach candidates who
are already employed. The organization's website may be tailored to the specific requirements
of the applicants. E-selection is the second e-HRM activity that can aid in the recruitment
process; doing so has four advantages: first, it streamlines the job analysis process; second, it
makes it easier to purchase online screening tests for potential hires; third, it streamlines the
interview process; interviews can be conducted remotely using video conferencing software
like Zoom or Skype; and fourth, it aids in making a final decision. 2.4
The Hiring Procedure Recruitment is the process of identifying, recruiting, and selecting
potential new employees in order to fill open positions within an organisation. Internal
sources include promotions and transfers, whereas external ones include things like ads,
schools, placement agencies, job fairs, outsourcing platforms, and job portals. The primary
goal of e-recruitment is to increase the volume of applications received so that qualified
candidates may be selected to fill open jobs in the organisation. The organisation uses both
traditional and modern recruitment practises as a point of reference; the two approaches are
similar in that they both involve finding candidates, testing them, talking to them, and
ultimately placing them in a position. The media and technology used at each level of
recruiting in the contemporary approach makes it distinct from the conventional approach,
which makes less use of such aids.

Objective of the Study:

To make the bibliometric research for exploring the role of AI in HRM practices.

Methodology:
This study adopted bibliometric analysis for conducting qualitative research for
understanding the role of AI in HRM practices. Sources of the data is scopus, emrald, Jstore
libeary. This study incorporates corrections for 18 years of data.
Research area: research area is concerned to the Indian human resource companies which
have adopted the AI tools to manage their human resource practices like recruitment and
selection process, updating training programs etc.
Methodology of Review and Analysis:
Literatures are thematically arranged not followed by chronological order. It does have
included the frequency counting of literature that are published in various journals. Among
them filter was applied to extract the homogeneous contents in the articles. So, literature is
arranged in cohesive manner not in chronological order.

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
Literature review:
There were total of 32 papers uncovered as a consequence of the investigation. Twenty-three
of the totals are "Neural network or ANN and Human resources" articles; these articles use a
wide range of ANNs, including Fuzzy, Radial Basis Function, Elman, and Feed-Forward,
among others. The remaining five are classified as "artificial intelligence" (AI), "artificial
intelligence and Human Resources" (HR), "artificial intelligence and recruitment," (AI and
HR), and "artificial intelligence and recruitment and selection" (AI and HR). As a result,
71.8% of the articles studied include some kind of artificial neural network use in HR. This
sample represents a cross-section of HR goals that have been implemented using an AI-
powered solution. During this time period, the tool is used to aid in the areas of management,
team estimation, recruitment and selection, employability in recruitment and selection,
recruitment (the first step in the selection process, consisting of a series of procedures for
attracting candidates from a variety of curriculum offerings, according to job/function
criteria), turnover, corporate education and training, human resource performance
measurement, development (HRD), quality of life at work, and employability.
There are three prominent examples of the aforementioned themes in use. The first area of
interest is the employment of AI in Management, which accounts for a quarter of the sample.
The application for Team Estimate comes in at a close second with a total of 15.62 percent.
Thirdly, Recruitment and Selection was highlighted (12.5% of the sample) for its potential
applications. As seen in the first table below.

In terms of temporal context, a rise in interest in studying the topic from 2000 to 2010 is
seen in Fig. 1.

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50

Number of Artificial Intelligence publications applied to Human Resources in B-on, Fig .2

One explanation for this expansion is the rise in the number of studies conducted on the topic
of artificial intelligence, which has many practical and theoretical applications across a wide
range of fields. One publication in 2001 using Recurrent ANN (RNN) AI, applied in HR, "A
neural network modelling on human resource talent selection," confirms the role of AI in
R&S as a decision support system; this work was published in the "First Decade," or between
2000 and 2010. During the same time frame, other articles such as "A HRD Evaluation
Method Based on BP Neural Network," "Enterprise Human Resource Management
Outsourcing Decision-Making Model Based on BP Neural Network," and "The Study of
Enterprise Human Resource Evaluation Research Based on Neural Network" elaborate on the
RNN-type AI applied to HR, but with a focus on management.
The years 2009 and 2010 have the most publishing activity. Seventy-five percent of all
research in 2010 was used in human resource management, or the use of AI to aid in making
decisions. The period from 2011 to 2017 (hence referred to as the "Period of Reduction")
shows a decline in HR-related IA works. This raises the issue of what may have caused this
decline. About one-third of all AI studies in HR deal with the topic of management.
Additionally, 22.2% is used in team size calculation, which provides backing for businesses
with a large number of employees.
The study on the university human resources risk management based on RBF neural network
and the research on the human resource intelligence system based on knowledge are two
prominent examples of current work in the field of artificial intelligence in HR management.
The need assessment also revealed an unexpected uptick in interest in studying the topic in
2018. Publications during this "Growth Period" (7 out of 32) attest to the fact that this time
frame was productive. More than four publications in that time range have not been reported
in any year before. Also crucial is an examination of how changes in automation and artificial

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 International Journal For Global Academic & Scientific Research (IJGASR)
Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
intelligence have altered the focus of HR studies. During this time frame, 71.4% of studies
were conducted with the intention of aiding businesses in the areas of employee selection and
recruiting.
Using examples from the recruitment business, the article "Applying artificial intelligence:
implications for recruitment" explains how AI has advanced and how it may be used to
benefit both the sector and its customers. Furthermore, the study "Making Better Job Hiring
Decisions using "Human in the Loop" Techniques" helps cement this concept by claiming
that companies believe competitive advantage may be gained via employing the greatest
personnel, but that this advantage is difficult to reproduce by rival companies. As a result, the
use of AI systems to R&S enables significant cost and time savings. The Turnover theme
accounts for 14.3% of the applications, while 14.3% of the applications deal with topics
connected to employability, such as finding and keeping a job.
Artificial intelligence applied to HRM practices:
As an intangible resource that is difficult for rivals to replicate, human capital may provide a
significant competitive advantage for any business (Kearney & Meynhardt, 2016). Due to
economic, political, social, and notably technical developments, human resource management
has become a strategic trend in organisations (Jatobá et al. 2019). Strategic positioning is still
sluggish and may be troublesome (Poba-Nzaou et al., 2020), and not all departments have
accepted their new roles.
In these situations, adapting to the introduction of new technologies like AI is essential
(Michailidis, 2018).AI's purpose at a company is to make the HR department more effective
and efficient by increasing the speed and precision of the different management procedures
(Nankervis et al., 2021). Integrating a data gathering process into a plan for organisational
and economic efficiency is a goal of human resource management (HRM), and IA will make
this possible by facilitating an understanding of and control over the process (Varma et al.,
2022). Organisational HRM (Abdeldayem and Aldulaimi 2020; Nawaz 2020; Qamar et al.
2021; Yahia, et al. 2021) consists of six sub-functions: (1) talent search and recruitment; (2)
training and development; (3) performance analysis; (4) career development; (5)
compensation; and (6) staff turnover.Qamar et al. (2021) demonstrated the following methods
through which AI has been incorporated into HRM-agnostic organisations.
Expert systems are computer programmes that organise large amounts of specialised
information into logical frameworks for the purpose of addressing complex issues and
facilitating the creation of comprehensive information systems. Human resource management
(Malik et al. 2022) makes extensive use of it in areas including remuneration, recruiting, and
workforce management.
Fuzzy logic: This method has found application in a variety of academic disciplines
(Salmerón and Palos-Sánchez, 2019). Human resource management uses discrete ranks with
numerical values between zero and one. No membership is indicated by a value of 0, and full
membership by a value of 1. Fuzzy logic may use these data sets to predict outcomes and
reduce guesswork in decision-making, according to research (Kimseng et al., 2020). As early
as 2000, it was being utilised for things like employee hiring and resource planning (Qamar et
al.Artificial neural networks are a software programme that uses a simplified model of how

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Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
the human brain functions to achieve similar results. To mimic the way humans learn, its
design incorporates a process element, a layer, and a network (Huanget al., 2006). It is widely
employed in the areas of selection, recruiting, and performance management of employees
(Qamar et al., 2021).
Data mining is the process of discovering useful information that has been buried. Using it,
businesses may turn actionable insights and patterns into a strategic advantage (Huang et al.,
2006). Since 2006, HRM has made use of data mining, primarily in the areas of candidate
selection, employee appraisal, and talent development. A genetic algorithm is a method for
finding the best answers to mathematical problems by simulating natural processes like
reproduction, mutation, and gene crossing. Workforce planning and employee performance
assessment are two of its primary applications (Zhang et al., 2021).Machine learning, as
defined by Rab-Kettler and Lehnervp (2019), is the process by which a machine acquires
knowledge without being explicitly taught. Several studies confirm that HR managers and
turnover prediction may both benefit greatly from the application of machine learning
indecision making (Hamilton and Davison 2022).

Assessment of all literature till 2022-2023 in AI and HRM practices:

At first look, the low number of publications in the subject of AI in HRM (about one paper
per year) suggests that this area is still in its infancy. However, as can be seen in the figure
shown below, this will be a hot issue in the near future.
The exponential development in the past five years of the number of papers published each
year is indicative of the current level of research and emerging trends. There has been a rise
in curiosity in the relationship between AI and HR as its use and relevance in both fields
continues to expand (Jatobá et al., 2019). In 2017, only two articles addressed the ideas in a
linked fashion; this number climbed to ten in 2019. At a compound annual growth rate of
64.38 percent, AI is clearly on track to become one of the most important technological
advances of the next century (Qamar et al., 2021).

Annual Scientific Production. Fig 3

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Volume 2, Issue No. 2, 2023 ISSN Number: 2583-3081
Frequency: Quarterly Doi : https://doi.org/10.55938/ijgasr.v2i2.50
Analysis of Conceptual Structures
Knowledge Structures
It refers to the overarching ideas, recurring patterns, and developing tendencies within the
scientific field. According to Mori et al. (2014), multiple correspondence analysis (MCA) is a
method that assists in the analysis of categorical data by breaking down huge sets of variables
into more manageable subsets in order to synthesise the information contained in the data. In
order to do this, the data are condensed into a space with a low dimensionality, which then
leads to the formation of a graph that is either dimensional or three-dimensional and makes
use of planar distance to show the degree of similarity between terms. There are three distinct
categories or clusters of information that are emphasised here.
(1) Cluster 1 : In this first grouping, the artificial intelligence technologies that are currently
being used in HRM are discussed, with an emphasis on big data and machine learning.
According to Caputo et al. 2019, big data allows for the rapid analysis of enormous volumes
of diverse data originating from a variety of sources, which ultimately results in a stream of
information that can be put into practise. This may help decision-making processes. In the
field of machine learning, the availability and diversity of data during the last ten years have
facilitated an increase in both its usage and its capacity to be applied (Hamilton and Davison
2022). This sort of learning gives computers the capacity to learn (Soleimani et al. 2022), as
well as the ability to imitate human abilities (Bolander 2019). Learning machines are able to
draw lessons from the context in which they are operating and apply those lessons to new
environments. There are a lot of organisations that employ this kind of algorithm, despite the
fact that they don't completely implement AI in their HRM systems (Nankervis et al. 2021).
(2) Cluster 2: It is the practise of using information and communications technologies
(ICTs) to entice prospective candidates, maintain those candidates' interest in the organisation
throughout the selection process, and influence the employment decision they ultimately
make (Johnson et al. 2021). According to Pillai and Sivathanu (2020), the acquisition of
talent has become an essential job for HR managers, and businesses are going to considerable
lengths in order to entice the most qualified candidates. According to van Esch and Black
(2019), the acquisition of talent has shifted from being a strategic HR activity to a priority for
the company. Because the foundation of competitive advantage has switched from physical
assets to intangible assets, the strategic relevance of human capital has increased, and as a
result, it has become the primary driver. The skill gap that currently exists in the labour
market has heightened the need of investing in human capital. The conventional way of
looking for applicants was a procedure that was known to be both time-consuming and
expensive. On the other hand, thanks to recent technology developments and the rise of
digital recruiting, it is now a lot less difficult and more affordable. In addition, as the majority
of today's society is spending a growing amount of time in the digital world, businesses that
wish to attract and recruit talented individuals need to do it in the digital realm (Black and
van Esch 2021).
(3) Cluster 3: This cluster proposes a far more "futuristic" view of HR, one that encompasses
the full digitization of all HR services as well as the usage of robotics in day-to-day
operations. While electronic human resource management stands out in its use of technology
to facilitate HRM processes such as recruitment, selection, training, performance

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management, human resource planning, compensation, etc. (Johnson et al. 2021), electronic
human resource management also stands out in its use of technology to facilitate human
resource planning. It is possible to obtain better control over performance and over the
behaviour of workers via the use of ICTs, resulting in higher strategic and operational
effectiveness in management. The use of robots in human resource management is also
notable. According to future predictions given by Stanley and Aggarwal 2019, in 20 years,
robots will be in charge of making certain analytical judgements that are now being made by
human managers. However, people will continue to be in charge of jobs such as creativity.
Social structure: The co-authorship network is the most popular kind of this type of network
(Aria and Cuccurullo 2017). It illustrates how authors or nations are connected in a particular
study topic. Black and van Esch and McNeese and Schelble are the writers that stand out for
having the most number of articles that they have co-authored together. There is a significant
amount of collaboration between writers in the production of articles, and very few
publications are the work of a single author. This is the case despite the fact that the majority
of publications are authored. The United States of America is the nation that participates in
the most international cooperative efforts, as measured by the total number of such
endeavours.
Conclusion:
New technological conveniences are introduced and improved upon on a regular basis. This
is consistent with the current market environment, which encourages and celebrates process
management and people management practises aimed at making the organisation
economically sustainable and distinguishable from the competitors.
In light of this fact, this paper makes theoretical progress in the study of the development of
AI in the field of human resources. distinct writers and academic institutions produce distinct
facets of the issue, as shown by the articles and proceedings investigated in the current study.
The reasons, goals, strategies, artificial intelligence tools, and HR-related applications all
differ. This scattered conduct lends credence to the idea that there may be no group, or at least
no consistent school of thought. The rationale is that various writers who have written
extensively on the topic may be found within the sample. In addition, there are dramatic
shifts in the total number of scholarly investigations throughout the course of history. Initial
data suggest steady expansion consistent with the first decade of AI's rise in the academy.
However, the studies published in the subsequent seven years do not advance the field or
show how the issue or its writers have evolved. The sudden uptick in activity towards the
conclusion of the sample period suggests that curiosity for the topic has returned. It is widely
held that applying AI to HR has not yet led to a theoretical departure or created a new
conceptual area. The conclusion drawn from this is that interdisciplinary teams consisting of
engineers and HR experts, as well as technological researchers and HR specialists, may help
to fortify this framework.
This is because all of the studies that were discovered were written by engineers. Last but not
least, new research is needed to supplement what has already been done; this includes
pinpointing the root reasons of research reduction behaviour and laying out specific avenues
of inquiry into the topic at hand. The study's limitations include its reliance on a small sample
size and its failure to conduct a qualitative investigation of the variables that may have

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contributed to the decline in interest in research throughout the specified time period. It is
feasible to list qualitative analysis of data from the years 2000-2010 in order to bring up the
reasons and probable link with slowness in the latter era as a proposal for future research. In
addition, to broaden the scope of possible scientific output, 2018 verification work on the use
of AI research in HR has shown the need of doing more work in this area. In addition, you
need to learn how the topic might contribute to the development of organisations in the
future.
The Impact of AI on the Labour Market Recruiters in HR have a lot on their plates, from
scheduling interviews to physically sifting through applications. If their organisations utilise
software or automated resume checkers, human resources professionals may find AI useful as
a personal assistant. Applicants may get the answers they need whenever it's most convenient
for them by using a messaging service to automate conversations regarding particular
recruitment or job queries. In-person, through video chat, or by phone while maintaining the
candidate's competence. Using AI to Improve Human Resources Companies are always on
the lookout for improved methods of human resources management.
Artificial intelligence (AI) has not only changed HR's function in the hiring process but also
made it much more efficient. Technology-based tests of prospective employees are one
method of eliminating unqualified candidates from the running for a position. A resume
parser reads the candidate's résumé and makes the information it extracts available in several
formats.
The present state of research and developing trends may be gauged by looking at the
exponential growth in the number of papers published annually over the previous five years.
As AI becomes more prevalent in business, more people are interested in how it relates to
human resources.

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