Using Natural and Artificial Intelligence in the Talent Management System

Abstract

Abstract: The article describes the nature of the use of natural and artificial intelligence in the talent management system in the Moscow Region. The extent of using talent management technology, the tools, the ratio of demand for natural and artificial intelligence in talent management, and the level of employee confidence in man (robot) in management are analyzed. It is revealed and substantiated that personnel management services and the management of companies do not effectively use natural intelligence in the framework of the talent management system, relying on chance and a typical approach. Ambiguity in the assessment of artificial intelligence by both employees and company management was revealed. Increased use and fears of the negative impact of artificial intelligence become opposing factors in talent management. It is proposed to quickly implement advanced technologies based on artificial intelligence, with no harm to the human and his potential. It is also proposed to constantly keep in focus the risks of intercepting initiatives in the management of artificial intelligence and the crowding out of a person from the labor market. The main advantage of the article is an integrated approach to the study of the pattern of using natural and artificial intelligence in the talent management system. The authors considered the issue of identifying the ratio of artificial and natural intelligence in talent management for the first time. The results can serve as a basis for further research in the system of human resource management, as well as good support for making management decisions in the implementation of artificial intelligence in business processes and organization management.

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

“…In the cluster Strategic HR and AI examined various AI techniques in association with outcomes in minimising errors and freeing up tasks to maximise profits, Organisational Human resources and artificial intelligence Development (Abdeldayem and Aldulaimi, 2020;Vinichenko et al, 2019;Sahota and Ashley, 2019;Stanley and Aggarwal, 2019;Prem, 2019) that is, those with a central focus on improving performance in HR management to contribute to sustainable organisational outcomes (Stanley and Aggarwal, 2019;Richter et al, 2008). Also include reflections on Obstacles and Challenges in the utilisation of AI and the complexity of HR phenomena, the constraints imposed by small data sets, liability issues associated with fairness and other ethical and legal constraints and possible adverse employee reactions to decisions and other algorithmic challenges that may arise (Tambe et al, 2019).…”

“…In the cluster Strategic HR and AI examined various AI techniques in association with outcomes in minimising errors and freeing up tasks to maximise profits, Organisational Development (Abdeldayem and Aldulaimi, 2020; Vinichenko et al ., 2019; Sahota and Ashley, 2019; Stanley and Aggarwal, 2019; Prem, 2019) that is, those with a central focus on improving performance in HR management to contribute to sustainable organisational outcomes (Stanley and Aggarwal, 2019; Richter et al. , 2008).…”

“…, 2021). From the outset, it is fundamental for this process to advance through blending natural intelligence and AI to achieve success (Vininchenko et al. , 2019).…”

When technology meets people: the interplay of artificial intelligence and human resource management

“…This subcategory addressed selection either based on competency (Hajiha et al , 2006; Karatop et al , 2015; Mavi and Mavi, 2014; Shahhosseini and Sebt, 2011; Wi et al , 2009), or a specific employee segment (such as army personnel) (Hooper et al , 1998), or with the focus on reduction of cost and time involved in the selection process (Karam et al , 2020; Maree et al , 2019; Shahhosseini and Sebt, 2011), or based on performance ranking (Canós and Liern, 2004; Fowler et al , 2008), or predicting work behaviors (Chen and Chien, 2011; Chien and Chen, 2008). Another subcategory discussed automation in the staffing of employees ( n = 4) (Gupta et al , 2018; Nawaz, 2019; Richter et al , 2008; Vinichenko et al , 2019), followed by problems of the likelihood of absenteeism by the employee ( n = 1) (Varalakshmi and Dhivya, 2019), allocation of employees to specific jobs ( n = 1) (Lin et al , 2020), employee transfer problem ( n = 1) (Acharyya and Datta, 2020) and finally a study on understanding the importance of AI in talent acquisition ( n = 1).…”

Adoption Factors of Artificial intelligence in Human Resources Management

“…Furthermore, potential candidates could be characterised and contacted for an interview through several e-communication channels (Zhu, Corbett, & Chiu, 2020). Besides the previous advantages, AI applications offers also the possibility to conduct Video interviews over the internet with potential candidates, and analyse attitudes, interactions and body language screening candidates who potentially better fit with organization's demand (Vinichenko, et al, 2019). All of these could be done without human intervention.…”