Fadi Sakka, Mohammed El Hadi El Maknouzi, Hicham Sadok
This paper undertakes a three-pronged overview of the introduction of artificial intelligence (AI) to the human resource management (HRM) function. The first prong of analysis maps the promise of AI-assisted decision-making, which is bound increasingly to release human resources (HR) staff from routine operations and enable their more selective focus on strategic tasks. The second prong is to do with the changing position of the HR function within companies. HR departments are bound to become centres of strategic decision-making, as a consequence of AI enabling a shift from a reactive to a proactive posture in organisational problem-solving. The third prong concerns the financial consequences of AI adoption (with more ubiquitous decision-making being undertaken on cost-benefit principles) and a sketch of the legal questions connected to anti-discrimination concerns and to regulatory policy. The considerable promise of AI for organisational performance will only hold up when it is carefully followed through at the level of implementation. This will demand appropriate hiring, reskilling of HR staff (to act as effective intermediaries between machine-generated assessments and human stakeholders), and a policy of internal transparency to ensure AI does not become an instrument of control—but a facilitator of trust and commitment on the workplace.