Article: Tuesday, 14 January 2025
Artificial Intelligence (AI) is transforming industries across the board, work and the employment relationship, and as a consequence Human Resource Management (HRM) is undergoing significant changes. During a recent roundtable discussion at the Reshaping Work Conference: AI at Work, held in Amsterdam from 23–24October 2024, professionals and academics gathered to explore the growing role of AI in HR, with a particular focus on recruitment and talent management. The conversation touched on the benefits of automation, the ethical dilemmas it introduces, and whether HR is truly ready to embrace these technological advancements.
AI's potential to streamline HR processes is undeniable. From sorting through thousands of resumes to scheduling interviews, AI can automate repetitive tasks that traditionally consume significant time and resources. This allows HR professionals to focus on more strategic, value-driven activities. However, the discussion soon raised concerns about whether this efficiency comes at a cost. The use of AI in recruitment and its ethical implications was examined. While AI can process data quickly and efficiently, doubts were raised about whether these systems can truly understand the nuances of human potential. The question arose: can an algorithm measure a candidate’s passion or cultural fit?
A major concern addressed during the roundtable was the issue of bias in AI. While AI is often seen as a way to reduce human bias, it can also perpetuate it if the data it is trained on is flawed. AI systems are only as objective as the data they rely upon, and if this data reflects historical inequalities or imbalances, the AI can reproduce those biases. A striking example discussed was the gender bias observed in recruitment algorithms. Women, particularly those in management positions, were more likely to be filtered out by AI-driven systems due to historical imbalances in the workforce. This prompted a broader conversation about whether AI can truly make unbiased decisions or if it simply shifts bias from humans to machines.
One of the most pressing concerns raised was the potential loss of the ‘human element’ in recruitment. Recruitment is not just about matching skills to job descriptions; it involves understanding the deeper values, goals, and motivations of both the candidate and the company. While AI can aid in the initial stages of recruitment – such as screening candidates based on qualifications – there are concerns that it might struggle to account for these intangible factors. The consensus was that AI should not make final recruitment decisions autonomously, particularly in tasks where empathy and judgment are key. Maintaining human oversight in recruitment was emphasized as crucial, especially in ensuring that candidates are assessed in ways that align with the company’s values and culture.
A critical discussion point that emerged was whether HR departments are fully equipped to handle the changes AI brings. While AI tools are already being integrated into HR systems, there is a sense that the profession may not be ready for the extent of the shift that AI could cause. Many agreed that HR is not fully prepared for the complexities of integrating AI, especially in HR processes. Additionally, the skills gap in HR was noted as a concern. HR professionals may not yet possess the technical skills necessary to effectively collaborate with AI tools, which could leave departments vulnerable to having their roles replaced by AI-savvy professionals who understand both technology and people management.
As the discussion concluded, the consensus was clear: AI has a role to play in HR, but it cannot replace the human touch. The challenge for HR will be to strike the right balance between using AI to improve efficiency and maintaining a people-first approach to recruitment and talent management. AI offers incredible potential to transform talent management, but it is not without its risks. Ethical concerns, biases, and the potential loss of personal connections in hiring are all issues that need to be addressed. As the discussion highlighted, HR’s future may not lie in replacing jobs with AI, but in adapting to the new tools that AI offers, with a focus on maintaining human connections and judgment.
The road ahead for AI in HR is both exciting and uncertain. While AI can handle vast amounts of data and make the hiring process more efficient, the question remains: can it do so while keeping people at the heart of HR? Only time will tell.
HR Consultant, SDWorx, and Reshaping Work Fellow
Research Associate, Institute of Economic Sciences, and Reshaping Work Fellow
Science Communication and Media Officer
Corporate Communications & PR Manager
Rotterdam School of Management, Erasmus University (RSM) is one of Europe’s top-ranked business schools. RSM provides ground-breaking research and education furthering excellence in all aspects of management and is based in the international port city of Rotterdam – a vital nexus of business, logistics and trade. RSM’s primary focus is on developing business leaders with international careers who can become a force for positive change by carrying their innovative mindset into a sustainable future. Our first-class range of bachelor, master, MBA, PhD and executive programmes encourage them to become to become critical, creative, caring and collaborative thinkers and doers.
