Human resources and staff recruitment officers have started using artificial intelligence-based applications to improve the efficiency of their activities and the experience of employees.
The research and consultancy firm Gartner highlighted this, which identified the three most common cases of use of artificial intelligence technology in this field.
According to Gartner, a good number of human resource managers are interested in applying artificial intelligence in areas such as talent management, HR service provision and workforce management. The latest Gartner survey found that 23% of the organisations that were already experimenting or using artificial intelligence were doing so in the area of human resources and recruiting.
Often, organizations extend the use of artificial intelligence to the domain of human resources after demonstrating the value of this technology in other areas of the business. In the context of human capital management, artificial intelligence applications are dominated by situations relating to the relationship with employees and candidates.
The following are the three common cases of use of artificial intelligence in human resources and recruiting, which Gartner identified for the current period.
1. Talent acquisition
Artificial intelligence in talent acquisition is a case of use that is frequently negatively profiled by the media, which generally focus on potential prejudices or discrimination. The fear is that if a single artificial intelligence agent takes over the recruitment process, it could make decisions without human control.
Gartner points out that none of the technology providers or organisations seeking to apply artificial intelligence in the recruitment sector pursue this objective. Recruiters, who most commonly use artificial intelligence before hiring, start with labour market analysis, skills identification, skill matching and prejudice detection in job descriptions and candidate rankings
Human resources recruiters use chatbots to plan appointments or answer common questions. For example, a large multinational hospitality industry has used this feature to improve the candidate experience and the efficiency of recruiters, all while taking on very high volumes.
Organizations with a very high volume of candidates, or having difficulty finding specialists or other rare profiles, are likely to invest in artificial intelligence technologies. In general, artificial intelligence applications can analyse and interpret candidates’ responses and predict their degree of compatibility and performance compared to current available positions and other potential roles. Artificial intelligence should also be able to take on repetitive administrative tasks and enable recruiters to focus on strategic aspects.
2: Voice of the Employee
Voice of the employee (VoE) is the second most popular area to attract the interest of human resource managers who try to improve the way they monitor employee engagement.
For example, Gartner points out, analyzing the comments shared in a survey on employee engagement, an organization was able to find that a decline in the involvement of a group of them was actually due to problems with the work uniform, what This helped the organization avoid unnecessary, costly and unwanted friction.
Instead of relying exclusively on surveys, human resource leaders are also interested in detecting, analysing and reporting on feelings and attitudes expressed through multiple channels of employee communication.
For example, they can examine employee social media feeds or conversations and comments in internal collaboration tools. The goal is to identify what people are talking about positively or negatively, and what topics are raised most frequently. Some leading organizations use this type of input to track the health status of their corporate culture.
Modern VoE tools that exploit artificial intelligence technologies use a variety of natural language processing and text analysis techniques to analyze feelings and obtain information from text-based answers. This can be particularly useful in times of significant changes, such as major restructuring, new leadership or a new strategy.
3. Virtual human resources assistants
Virtual HR assistants are still in an early adoption phase. However, the expectation is that there will be a unique front end for every human resource process imaginable.
Nowadays, for human resource organizations, virtual assistants supported by artificial intelligence usually mean chatbots for contact centers for customers or for process flows related to the help desk. Organizations that have successfully implemented this type of chatbot, and have achieved strong employee adoption, generally report that they have significantly decreased calls to the help desk.
When investing in HR virtual assistants, human resource leaders should start small, for example with a simple automatic FAQ on help-desk questions, and grant the organization a few years to develop an effective assistant, Gartner suggests.
More information is available on Gartner’s website at this link.