PROJECT REPORT

ARTIFICIAL INTELLIGENCE AND

SUBMITTED BY
AMANULLAH SULTAN- 2023206
ATHARV ANAND- 2023214
MANTHAN KALAMKAR- 2023227
RIYA TIWARI- 2023271
SHIVANGI SINGH- 2023280
HUMAN RESOURCE MANAGEMENT | TERM II
Table of Contents

TOPIC 1- ARTIFICIAL INTELLIGENCE AND HR......................................................................2

INTRODUCTION...............................................................................................................................2
DIMENSIONS OF HUMAN RESOURCE MANAGEMENT.........................................................3
IMPACT OF ARTIFICIAL INTELLIGENCE.................................................................................6
TOPIC 2- HR ANALYTICS AND BIG DATA..................................................................................8
INTRODUCTION...............................................................................................................................8
CONCLUSION..................................................................................................................................10

List of Figures
Figure 1- ARTIFICIAL INTELLIGENCE..........................................................................................2
Figure 2- DIMENSIONS OF HR..........................................................................................................3
Figure 3- IMPACT OF AI.....................................................................................................................7
TOPIC 1- ARTIFICIAL INTELLIGENCE AND HR

INTRODUCTION

In the dynamic and ever-evolving world of business, organisations are constantly seeking
creative strategies to improve their business and obtain a competitive advantage. The field of
artificial intelligence (AI) is undergoing significant transformation, affecting a number of
industries, including human resource management (HRM). This project delves into the
transformative impact of AI on HR processes, exploring its applications in recruitment,
employee engagement, and data analytics for decision-making.
An increasing amount of HR data is being produced in the cloud by humans and learning
machines collaborating, and using artificial intelligence analysis provides improved
understanding of how to implement and function. Any organization's ability to successfully
integrate people, process, and technology in order to produce transformative value at an
optimal cost is what determines its success. AI will contribute to the effective automation of
numerous back-office tasks for dependable HR service delivery and transactions.
Using artificial intelligence technologies in human resource management can result in greater
financial returns. Future advancements in human resource management will probably witness
a strong trend towards using AI technology to boost HRM's efficacy. In order to reduce the
difficulties and problems that HR professionals experience, this study investigates the
absence of AI in the field (Yawalkar, 2019).

Figure 1- ARTIFICIAL INTELLIGENCE

DIMENSIONS OF HUMAN RESOURCE MANAGEMENT

An efficient human resource management system is formed by the interaction and

interconnection of human resource management elements. These elements being:

 Planning for human resources

 Recruiting and deploying
 Development and training.
 Management of performance
 Management of compensation
 Management of employee relationships

Figure 2- DIMENSIONS OF HR
Human resource planning

HRM begins with strategic planning for human resources. Artificial intelligence technology is
used by managers as a backup method of decision-making that can carry out strategic
planning more thoroughly. First, global data needs to be collected and integrated with
internal and external data that already exists through the use of technologies such as
knowledge discovery and data mining. Once the information is gathered, we can evaluate,
predict, and adjust the company's management going forward and understand the rationale
behind the current HR stance. In the end, the statistics and modification features of the
intelligent decision support system are utilised to provide the report with the required data.
(Tambe, 2019).

Recruitment and deployment

The hiring process, which is a crucial component of the system, entails reviewing, vetting
resumes, interviewing prospects, finding suitable roles, etc. According to Somen Mondal,
CEO of Ideal Corp, a software business that employs AI to automate recruitment processes,
the primary benefit of AI is its ability to automatically evaluate candidates and lessen bias.
Artificial intelligence has the capacity to acquire the skills required of successful workers in a
certain role, apply this information to the selection of qualified individuals, and grade and
rank candidates.
First, resumes on paper and photos are recognised using Optical Character Recognition
(OCR). Alternatively, electronic resumes can be filtered using the big data method, which
also analyses resumes and combines text information extraction techniques with resume
characteristics using statistical analysis, correlation analysis, and matching. Using the
database, the candidate's resume can be accurately and quickly provided to the company. It
takes only a few seconds for the resume to be converted into a structured format. In addition,
the system can suggest employment that would be a good fit for candidates based on resume
analysis and job matching, particularly for highly skilled individuals (Nawaz, 2020).
The candidate is questioned by a robot as part of a recruitment model built up by the
company for the interview process. The company can use the candidates' responses to set the
matching post problem and the keyword extension problem. By gathering related word
meanings and terms, the response can be assessed. The interviewer is able to examine the
video again if he is still unsure. Artificial intelligence converts a 15-minute video interview
into 20,000 data points related to facial emotions, intonation, and word choice.

Training and development

Using the visual scanning system, the robot training instructor can monitor each student's
daily learning status throughout the training process, precisely determine the average value of
each student's attention, and then use data analysis to retrieve the teaching events of various
stimulation levels. Teachers can also adjust the tempo of education and level of relaxation
based on feedback from students.

Students can receive help from artificial intelligence technologies to automatically record
training data while they are being trained. Training managers can immediately learn about
training outcomes and save time by having the intuitive data's degree and effect of employee
learning analysed. Additionally, businesses can attain a quick and effective learning
experience by using voice technologies, learning material databases, and core algorithms. AI
instructors have the potential to greatly cut the administration and operation costs associated
with both online and offline instruction, in addition to increasing learning efficiency and
quality.

Performance management
To collect and assess information about workers' job performance, the performance
management system can be combined with the performance appraisal model. The intelligent
decision support system makes it possible to apply some scientific evaluation techniques—
like 360-degree performance evaluation techniques—more automatically and quickly. (Otley,
1999). The decision support system has been built to incorporate these assessment techniques
in order to efficiently tally the outcomes of staff evaluations.
With AI support, decision-makers can assess each indicator's performance, suggest
improvements for the indications that didn't work, create and apply workable new indicators,
and suggest upgrade strategies. Forecasting the future trend can also be used to create the
performance goals for the future.

Compensation management
Under the direction of organisational growth plans, establishing, allocating, and changing
employee compensation concepts, techniques, levels, structures, and aspects is the work of
compensation management, a dynamic management process. AI applications can contribute
to more equal pay management. It can create a regular computational model, mimic the
nervous system of the human brain, and merge several neural network nodes. Using big data
as input, an intelligent decision support system that forms a fair compensation evaluation
system can be created using the BP neural network technology.

Relationship management for employees

Labour relations and corporate culture are included in employee relationship management,
which coordinates the connection between employers and employees. Artificial intelligence
technology can be used to solve various complicated process stereotypes, manage
management tasks, act as performers, assistants, and advisors, and support labour relationship
management and communication management. The assistant's key responsibilities include
scheduling, reporting, recording, and scorecard maintenance for the manager and his staff.

IMPACT OF ARTIFICIAL INTELLIGENCE

Impact on Recruitment and Deployment

 Automated Sourcing and Screening: The first steps of hiring can be automated with
AI-powered technologies. These tools have the ability to filter resumes and cover
letters in order to find applicants who have the necessary training, experience, and
credentials. Recruiters may now concentrate on more strategic duties like fostering
connections with top talent and performing in-depth interviews, thanks to this
automation.
 Skills Matching and Predictive Analytics: Artificial intelligence (AI)-enabled
technologies are able to examine social media accounts, resumes, and cover letters in
order to extract pertinent data and spot trends that suggest a candidate's fit for
particular positions. Employers can utilise predictive analytics to evaluate a
candidate's likelihood of success in a particular position, which aids in the hiring
process (Pandey & Khaskel, 2019).
 Enhanced Interviewing and Assessment: AI is completely changing how businesses
perform assessments and interviews. AI-driven chatbots can conduct first interviews,
vetting applicants for prerequisites and offering early comments. AI is also capable of
analysing videotaped interviews to pinpoint behavioural patterns, cultural fit markers,
and essential abilities. This analysis can give hiring managers and recruiters insightful
information.
 Automated Deployment and Talent Management: AI has the ability to automate talent
deployment processes including managing employee rotations, matching skills to
project requirements, and assigning personnel to projects. AI-powered solutions may
evaluate personnel data, project specifications, and company objectives to maximise
talent allocation and guarantee that the appropriate talents are available when needed.

Employee Engagement
 Improved Employee Retention and Productivity: AI-driven insights into employee
sentiment and engagement can help HR professionals address potential issues early
on, reducing turnover and enhancing employee productivity.
 Enhanced Employee Satisfaction and Well-being: Personalized interventions and
real-time feedback can contribute to a more positive and supportive work
environment, improving employee satisfaction and overall well-being.
  Strengthened Employee-Management Relationships: AI tools can facilitate effective
communication between employees and managers, enabling timely feedback,
addressing concerns, and fostering a sense of connection.

HR Data Analytics
Finding Workforce Trends and Patterns: Artificial Intelligence (AI) systems are capable of
examining extensive HR data sets, encompassing employee demographics, performance
metrics, and engagement indicators. This allows for the identification of trends and patterns
that would be challenging to discern by manual means.
Predictive modelling for workforce planning: Predictive models driven by artificial
intelligence (AI) may project future labour requirements by analysing market trends,
historical data, and organisational growth strategies. HR professionals may more efficiently
plan for hiring, development, and training thanks to these forecasts.
Data-Driven Talent Management: AI analytics can provide light on an employee's potential,
performance, and desired career path. With this data, one may create individualised talent
management plans, make the best use of talent allocation, and find prospects for succession
planning.

Figure 3- IMPACT OF AI
TOPIC 2- HR ANALYTICS AND BIG DATA

INTRODUCTION

Human resource (HR) professionals are realising more and more how important it is to use
data to make well-informed decisions that drive organisational success in today's data-driven
environment. HR analytics is gathering, evaluating, and interpreting HR data to learn more
about employee performance, labour trends, and the efficacy of HR initiatives. Big data,
characterized by its volume, velocity, and variety, encompasses a vast amount of unstructured
and structured data that can be harnessed for HR analytics.

Question: Why Data-Driven HR Decision-Making Matters?

Answer: Making decisions based on data is crucial for HR for several reasons:
1. Strategic Alignment: HR analytics helps HR professionals make decisions that align
with the organization's overall goals and objectives. By analyzing past data and
identifying trends, HR can make informed choices about hiring, training, and keeping
employees engaged, ensuring that HR strategies contribute to the organization's
success.
2. Predictive Analytics: A branch of HR analytics, predictive analytics makes predictions
about the future through statistical modelling and machine learning. Predictive
analytics can assist HR managers in foreseeing future workforce demands, identifying
potential dangers, and taking proactive measures to meet them by analysing patterns
in historical data.
3. Making decisions based on the evidence: With data-driven decision-making,
objective, evidence-based methods take the role of conjecture and intuition. By
grounding decisions in data analysis, HR professionals can make more informed and
effective choices that optimize resource allocation, improve employee outcomes, and
enhance the overall effectiveness of HR functions.
Question: How HR Analytics and Big Data Can Improve HR Strategies
Answer: HR analytics and big data can be used to enhance HR strategies in various ways:
1. Talent Acquisition: Data-driven insights can guide targeted recruitment efforts,
identify top talent sources, and optimize the selection process. By analyzing
candidate data, HR can predict job fit, reduce turnover, and improve overall hiring
outcomes.
2. Workforce Development: Data-driven insights can guide employee training and
development programs, ensuring that employees acquire the skills and knowledge
necessary to meet current and future business needs. By analyzing skills gaps,
performance data, and career aspirations, HR can tailor training programs to
maximize employee development and organizational productivity.
3. Employee Engagement: Data-driven insights can help HR professionals understand
employee sentiment, identify factors that contribute to engagement and satisfaction,
and develop targeted interventions to enhance employee well-being and motivation.
By analyzing employee feedback, survey data, and performance metrics, HR can
address potential issues early on, improve retention rates, and foster a more engaged
and productive workforce.
4. Compensation and Benefits: Data-driven insights can inform compensation
benchmarking, benefit plan design, and performance-based reward systems. By
analyzing salary data, market trends, and employee contributions, HR can ensure
equitable compensation, optimize benefit packages, and align rewards with
organizational goals.
CONCLUSION

HR analytics and big data have revolutionized HR decision-making, enabling HR

professionals to make informed, strategic, and evidence-based choices. By leveraging data-
driven insights, HR can enhance talent acquisition, optimize workforce development, foster
employee engagement, and align compensation and benefits strategies with organizational
objectives. As data continues to grow in volume and complexity, HR professionals must
embrace data analytics and big data to remain at the forefront of strategic HR decision-
making.

Remember that HR is about people, not just data

While HR analytics and big data can provide valuable insights, it's important to remember
that HR is still about people. HR professionals must use data to make informed decisions, but
they should also keep in mind the human element. This means being empathetic,
understanding the needs of employees, and making decisions that are fair and equitable.
REFERENCES

 https://www.forbes.com/
 https://www.ibm.com/
 https://www.oracle.com
 MVV Yawalkar, 2019. A Study of Artificial Intelligence and its role in Human
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https://www.researchgate.net/publication/331596981_A_Study_of_Artificial_Intellige
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 N Nawaz, 2020. How Far Have We Come With The Study Of Artificial Intelligence
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https://www.researchgate.net/publication/335960597_How_Far_Have_We_Come_Wi
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