Note: 4.6/5 (106 notes) 28,948 students Welcome to experience "Jetpack 1.0″. Today, we are seeing an increasing number of applications of AI-based solutions across fields like eCommerce Marketing, Personalised Recommendations, Targeted Marketing, Finance Industry, etc. Artificial Intelligence (AI) seemed to be a distant reality for the HR function, until today. Artificial Intelligence (AI) usage for Human Resources (HR) seemed to be a narrative similar to every support function across organizations across India and the world. Welcome to experience "Jetpack 1.0: Artificial Intelligence and Automation in HR" – an incredible topic as part of the series that is created by Digital Marketing Legend "Srinidhi Ranganathan", Mastermind "Saranya Srinidhi" and Marketing Expert "Sai Manoj". "Jetpack 1.0" is going to change the old ideas of following traditional HR processes and functions.

With the increasing adoption of artificial intelligence (AI) applications at the workplace, the debate about the future of work, workers, and the workplace has intensified. The polarised nature of debate ranges from job losses versus new-technology job creation through performance efficiency versus performance effectiveness to liberating humans from drudgery versus being controlled by machines. While several other polarities are evident in this debate, the truth always lies somewhere in between. In addition, there are other dark-side debates in the field about ethical, legal, and moral issues in the design and implementation of AI technologies for work and society. While popular discourse presents AI as a new phenomenon, the development of AI as an academic discipline dates back to 1956.

With the increasing adoption of artificial intelligence (AI) applications at the workplace, the debate about the future of work, workers, and the workplace has intensified. The polarised nature of debate ranges from job losses versus new-technology job creation through performance efficiency versus performance effectiveness to liberating humans from drudgery versus being controlled by machines. While several other polarities are evident in this debate, the truth always lies somewhere in between. In addition, there are other dark-side debates in the field about ethical, legal, and moral issues in the design and implementation of AI technologies for work and society. While popular discourse presents AI as a new phenomenon, the development of AI as an academic discipline dates back to 1956.

AI, or at least some forms of it, has been dictating the course of our lives for some time now. It has become an essential part of our industries. Multiple HR functions have reaped the benefits from the integration of AI-driven tools and algorithms. Last year, Gartner revealed that at least 17% of businesses use AI-based tools for HR functions, and is expected to rise to 30% by 2022. From cost savings to improved data-driven decision-making and employee experience, companies perceive a lot of value in AI-based solutions.

As HR leaders, we face a radically different landscape than we did 12 months ago. A hybrid workforce, virtual recruitment and a heightened focus on diversity and inclusion have introduced new dynamics and intensified existing ones. Increasingly, we need new platforms and technologies to stay ahead--and artificial intelligence is at the forefront. Multiple surveys show that today's Chief Human Resource Officers are aware of AI's power to improve key HR functions, including operations, talent acquisition, training and development. Many have already adopted AI and many more plan to do so in the next two to three years. As more companies integrate AI platforms into their everyday practices, the real-life tangible benefits are becoming clearer for automating transactional tasks, enhancing employee productivity and gaining valuable insights about candidates and employees.

Each one of us can now imagine a world in which AI is going to make us work more productively, Human Resource as a function has moved from being a mere ornamental or a secondary function to a primary function in the majority of organizations. This statement is a generic one because this is an accepted fact post the pandemic but how to understand the importance of the same & in this highly volatile world and how to understand what is the drastic change affecting it. By far, the greatest danger of Artificial Intelligence is that organizations conclude too early that they understand it. Artificial Intelligence is changing the way we perceive the world & HR is not too far away from the grasps of AI. Many HR lament the fact that with the introduction of AI the personal touch of the managers is lost.

Every department in a company has its own challenges. In the case of Human Resources, recruitment and onboarding processes, employee orientations, process paperwork, and background checks is a handful and many a time painstaking – mostly because of the repetitive and manual nature of the work. The most challenging of all is engaging with employees on human grounds to understand their needs. As leaders today are observing the AI revolution across every process, Human resources is no exception: there has been a visible wave of AI disruption across HR functions. According to an IBM's survey from 2017, among 6000 executives, 66% of CEO's believe that cognitive computing can drive compelling value in HR while half of the HR personnel believe this may affect roles in the HR organization.

Cognitive computing typically refers to simulate human intelligence to enable computers to understand data and derive insights, all through the use of AI and machine learning. Applications of cognitive computing are enormous giving computers the human-like brain to compute data at fast. As a collection of algorithmic capabilities, the technology strengthens employee performance, automate complex workloads and create cognitive agents to mimic both human thoughts and engagement. Cognitive computing and its applications are holding much promise for Human Resources (HR), transforming HR functions and paving ways for new possibilities. As businesses always face challenges in acquiring adequate talent, in an IBM survey of 6,000 executives, 66 percent of CEOs believe cognitive computing can drive significant value in HR, while 50 percent of HR professionals acknowledge cognitive computing to drive transformation in HR.

AI is now playing a crucial role in the digital transformation of the HR function. We examine what's driving this trend, key challenges, and the future roadmap for AI deployment. From witnessing large-scale adoption across the enterprise to its potential for business transformation coming of maturity – AI, machine learning (ML) and deep learning are already impacting organizations in a big way. In a recent roundtable survey, recruiting technology provider, Montage, found that business transformation is the primary reason leading organizations to adopt AI in their HR function. This does not come as a surprise given how prevalent the need for digital transformation is, but it is clear that talent acquisition (TA) leaders are still working out the kinks in their AI strategy.

Business success starts and ends with a company's talent. Every organization knows this but not every organization masters the art of creating a company culture that effectively leverages their employee's skills. Market leading companies define strong cultural values, hire to fulfill that mission and treat employees as well as they treat their customers. The three main talent challenges a company must master - acquisition, retention and retraining- haven't changed. However, the mix of how a company spends its resources is changing.