“2nd DMIHER(DU) International Conference

on
Artificial NOVEMBER
Intelligence in Education
29-30, 2024 and
Industry 4.0”
Track: AI In Industry
Paper ID: 463

Paper Title: Smart Hiring: Leveraging AI for Effective Employee

Selection
Author's Name:
Martin H Mollay

Co-authors Name:
Aryan G. Kale
Dr. Deepak S. Sharma
Dr. Pankajkumar Anawade IDICAIEI-2024
Mr. Shailesh Gahane Conference Id - 61867
(Hybrid Mode Conference)
 Table of Content
1. Introduction

2. Methodology

3. Objectives

4. AI in Recruitment

5. Definition of Artificial intelligence

6. AI's benefits for hiring

7. AI Integration in the Hiring Process

8. Ensuring the Ethical Use of Artificial Intelligence

9. Using AI for Selecting Candidates

10. Education and Training

11. Continuous Improvement

12. Conclusion
13. References

IDICAIEI 2024 Faculty of Engineering and Technology

 Introduction
 AI is reshaping human resources and recruitment processes by replacing outdated and often biased, time-consuming methods
with fast, impartial, and effective ones.
 AI can manage a variety of recruitment tasks, such as resume screening, candidate evaluation, and on boarding, due to its
flexibility and autonomy.
 AI-driven technologies, such as CV and job recommender systems, are improving decision quality, reducing biases, automating
repetitive roles, and increasing match accuracy between candidates and job opportunities.
 Additionally, with an increase in diversity and inclusion, personalize the applicant experience.
 In order to uphold ethical standards when we use AI and, at the same time, leverage the benefits of AI, it is designed to recognize
skill gaps and present individual learning paths.
 This paper discusses AI's impact on recruitment and HR by considering technical advances, benefits, ethical problems, and
potential future applications and highlights that when we consider using AI, ethical issues need to be addressed, given that the
use of AI in recruitment places ethical considerations in relation to fairness, transparency and the protection of data.

IDICAIEI 2024 Faculty of Engineering and Technology

 Methodology
 This research delves into how AI shapes hiring and HR practices by performing an exhaustive secondary data analysis.
 It involves addressing a plethora of data available by probing data from previous research, industry reports, and case studies to
extract meaningful insights. Sources include journals related to AI and HR, the World Economic Forum, the International Labour
Organization, and many more publications.
 This design is particularly suited to a study on AI in HR due to the breadth of existing literature, as it allows for an overarching
review of trends, impacts, and best practices for the integration of AI within HR practices.

IDICAIEI 2024 Faculty of Engineering and Technology

 OBJECTIVES

Specific objectives of this study include:

 To evaluate how AI would impact human resources, not to mention increasing the efficiency and effectiveness of the hiring
process.

 To overview of artificial intelligence tools and Technology used for human resource purposes in administration works,
performance management, talent acquisition, and employee engagement.

 To discuss the benefits and issues of using artificial intelligence in human resources, including the ethical concerns with
algorithms and the protection of data privacy.

IDICAIEI 2024 Faculty of Engineering and Technology

 AI in Recruitment
 The presence of artificial intelligence within the hiring process has been increasingly common over the recent past as more
businesses embrace AI-based hiring techniques to better their hiring procedures.
 AI is making its way into nearly all facets of the recruitment process, from posting jobs to screening resumes, evaluating
profiles, and on boarding.
 AI in recruiting has a lot of potential advantages, including enhanced hiring results, decreased bias, increased efficiency, and
better candidate experiences .
 A branch of computer science is artificial intelligence. Since the beginning of time, artificial intelligence has been characterized
in a variety of ways. The concept is constantly evolving as new components and attributes of artificial intelligence are created.
 Given the ambiguity surrounding the phrase artificial intelligence, it is sometimes recommended that one identify the
characteristics that it possesses. Autonomy and adaptability are AI's primary characteristics.
 The capacity to function in a complicated environment without continual user supervision is known as autonomy. Adaptiveness
is the capacity to improve performance through experience-based learning
Definition of Artificial intelligence
 The founder of AI, John McCarthy, coined the phrase "artificial intelligence" in 1956. "The science and engineering of making
intelligent machines, brilliant computer programs" is how McCarthy and Minsky (1950) defined artificial intelligence.
 The capacity of robots to comprehend and utilize human language while operating independently is known as artificial
intelligence. Modern artificial intelligence is used for a wide range of tasks in public life, including planning, perception,
communication, knowledge acquisition, and reasoning.
 Another definition from a dictionary states that “Artificial intelligence refers to a machine's or computer's capacity to carry out
tasks that are typically seen as requiring intellect. The construction of machines with this capacity is the area of computer science
that has advanced”.
 AI's benefits for hiring

 The domain of human resources (HR) has seen a sea shift due to artificial intelligence (AI), which has previously unseen
potential to optimize workflows, boost judgment, and augment overall organizational efficacy.
 AI-powered tools and technologies in HR make much sense because they represent something bigger: a move toward digital
transformation.
 Automation and data-driven insights are central to labour management plans. One of the most significant ways AI can make an
impact on HR revolves around its potential to really transform hiring procedures from top to bottom.
 The most crucial benefit that AI brings to the area is its quick ability to gather and review large amounts of resumes and
applicants' data. This method increases the effectiveness of the whole hiring process.
 Artificial intelligence plays a very significant role in resume reviewing techniques, more so in the short-listing of the most
qualified applicants.
 CV screening is the first stage of the recruiting process, whereby CVs for a particular post are identified using the job
description as the guide. In handling a vast number of applications, manual techniques become time-consuming and tedious.
AI Integration in the Hiring Process
 Artificial Intelligence (AI) integration has drastically changed the recruiting environment. AI is a valuable friend in optimizing and
improving the hiring process because of its capacity to evaluate enormous volumes of data, spot trends, and make data-driven
choices.
 The Technology that helps companies throughout the employment process is what we refer to as hiring software. It encompasses a
wide range of instruments utilized during the recruiting process's recruitment, screening, interview, and selection phases.
 AI-powered technologies are pretty effective in manufacturing. For example, Ajinga increases application conversion rates and
recruiting efficiency by establishing connections between recruiters, hiring managers, and prospects.
 The Phenom Talent Experience Management platform is built on artificial intelligence. It aims to improve accuracy, automation, and
customization for recruiters, workers, and applicants.
 Information is gathered by Phenom People and Ajing and entered into the applicant tracking system (ATS) via WeChat and job sites.
Businesses can create a dedicated Ajinga account for branding and hiring purposes.
Ensuring the Ethical Use of Artificial Intelligence
 Ethics is essential in ensuring that AI technologies are utilized ethically and equitably in light of the privacy and social justice
problems generated by their broad use.

 Ethics aids in defining the moral norms and guidelines that businesses and AI developers should adhere to while using these
technologies.

 This covers values like confidentiality, equity, openness, responsibility, and so on. Furthermore, ethics may guide the usage of AI
technology in a way that minimizes potential drawbacks.

 This involves preventing the use of AI technology from increasing the divide between those who have access to it and those who do
not, as well as reducing any unfavorable effects like job loss from automation .

 Integrating AI into the hiring process reduces human bias at multiple levels and, therefore, also offers tremendous ethical
opportunities.

 In effect, AI can grade candidates uniformly, unlike human neutrals, who have limited time to narrow down the candidates from the
very beginning through a biased process.
 Using AI for Selecting Candidates
 The conventional methods of testing and interviewing cannot be used to determine whether candidates are qualified for the
position. In the long term, poor selection judgments can lead to higher employee turnover rates for firms.

 Environmental influences occasionally have an impact on the interviews that are done. Human resource managers are not always
free from prejudice.

 On the other hand, this intelligence possesses the capacity to observe, evaluate, and engage with its surroundings; it can also
draw knowledge from past experiences and solve intricate issues on its own without assistance from humans.

 Robots and intelligent systems not only do jobs swiftly but also remove human mistakes and bias issues. Neural computing,
data mining, genetic algorithms, expert systems, and artificial neural networks (ANNs)are some of the acknowledged AI fields
and methodologies.
 Education and Training
 The main goal of training and development initiatives is to assist staff members in enhancing their knowledge, abilities, and
competencies for both present and future jobs.

 In order to help them get beyond professional roadblocks, it is also envisaged that trainees would receive individualized training
in operational skills and pertinent areas of expertise

 Employees must continuously learn new skills and hone their professional abilities due to the quick changes in Technology. All
employee training programs may be effectively planned, coordinated, and organized using AI .

 In that sense, the most popular alternatives are virtual classrooms and online courses. A simple method of skill acquisition should
be used to make the most of the average employee's fewer than twenty-five minutes per week for training and learning,
according to research.
 Continuous Improvement
 Kaizen, which means "change" (kai) and "good" (Zen) in Japanese, is the process of making minor, ongoing
improvements to overall quality. Employee participation in kaizen enhances organizational performance and draws
talent.
 The diagram below shows how the kaizen works for effective organizational performance.
 Conclusions

 From hiring to HR processes, everything has become more efficient and accurate thanks to artificial intelligence (AI).
 A data analysis of secondary data also depicts the influence of AI on talent acquisition, performance management, and employee
engagement & administrative tasks.
 AI solutions, in general, improve the hiring process by facilitating easy application options, improving matching between job and
candidate, reducing time to hire without sacrificing quality of hire, and encouraging data-driven decision-making.
 To be fair and trans-parented, concerns such as algorithmic bias and data privacy should also be taken into account. It requires HR
professionals to adapt and learn in order to leverage the benefits AI has to offer fully.

IDICAIEI 2024 Faculty of Engineering and Technology

 References
 [1] W. A. Albassam, “The Power of Artificial Intelligence in Recruitment: An Analytical Review of Current AI-Based Recruitment
Strategies,” Int. J. Prof. Bus. Rev., vol. 8, no. 6, p. e02089, Jun. 2023, doi: 10.26668/businessreview/2023.v8i6.2089.
 [2] R. Chopal and D. U. Garg, “Artificial-Intelligence and recruitment: Shift towards automated HR practice,” vol. 8, no. 7,
2021.
 [3] Friedrich-Alexander-University, Schöller Endowed Chair for Information Systems, Erlangen-Nuremberg, Germany, J.
Ochmann, and S. Laumer, “AI Recruitment: Explaining job seekers’ acceptance of automation in human resource management,” in
WI2020 Zentrale Tracks, GITO Verlag, 2020, pp. 1633–1648. doi: 10.30844/wi_2020_q1-ochmann.
 [4] A. Javed and J. K. Brishti, “THE VIABILITY OF AI-BASED RECRUITMENT PROCESS”.
 [5] F. Klucin, "Bachelor's Thesis Fanny Klucin".
 [6] J. Fraij and V. László, “A Literature Review: Artificial Intelligence Impact on the Recruitment Process,” Int. J. Eng. Manag. Sci.,
vol. 6, no. 1, 2021.
 [7] G. Lukanova and G. Ilieva, “Robots, Artificial Intelligence, and Service Automation in Hotels,” in Robots, Artificial Intelligence,
and Service Automation in Travel, Tourism and Hospitality, S. Ivanov and C. Webster, Eds., Emerald Publishing Limited, 2019, pp. 157–183.
doi: 10.1108/978-1-78756-687-320191009.
 [8] A. Garg, S. Gaur, and P. Sharma, “A Review Paper: Role of Artificial Intelligence in Recruitment Process,” vol. 6, no. 1, 2021.

IDICAIEI 2024 Faculty of Engineering and Technology