Applying AI in the recruitment and selection process and building the organizational climate (part II)

Purpose: The use of artificial intelligence (AI) also affects processes in human resource management (HRM). We address the impact of AI-led recruitment and selection (R&S) processes on organisational climate (atmosphere). Due to the pioneering practice of using AI in this area, the consequences of its application are not yet well revealed. We, therefore, propose to apply a method to interpolate phenomena already observed for a long time related to the practice of applying AI to the area of organisational climate. Design/methodology/approach: Desk research was conducted in the context of the use of AI in HRM. We have selected review articles that highlight the opportunities and risks of using AI. The article has been divided into two parts. In the first, we attempted to identify AI activity in HRM and R&S. In the second, we have conducted a detailed case study of AI applications in S&R and discussed its impact on the organisational climate. Findings: Our research has shown that the relationship between the use of AI in R&S and organisational climate has not been a focus of research to date. The research led to the conclusion that improvements in the efficiency of R&S caused by the application of AI, can have a significant impact on organisational climate. Due to the relatively young field of research as well as the pioneering practice of applying AI in this area, the consequences of its application are not yet well revealed. Originality/value: Typical variables for evaluating process execution, such as time, cost, quality, safety, have become essential perspectives for evaluating R&S task execution by AI. In the case of modern organisations, where value is created from knowledge and innovation, much of which is motivated by social interactions, there is a need for a creative atmosphere. Will homogenous corporate employees, selected by predictive algorithms, be able to be creative as a team? Will anyone in a unified organisation be able to challenge existing solutions and propose other, better ones? For the sake of efficiency improvements, do we want to renounce social relationships, the excitement of a new solution? These are the dilemmas we signal. Our research points to the challenges facing HR departments and professionals in the age of the digital revolution. The practical usefulness of the study boils down to highlighting to practitioners the wider consequences of conducting recruitment and selection through AI.