Examination of Automation in Human Resource Practices: A Study of Effective Use of Technology in Employee Induction Programmes in County Clare (Ireland)

Introduction

The department which holds businesses together, known as HR (Human Resources) has evolved from its traditional roles. This is all thanks to the Smart HR4.0 developments from the new industrial era of Business 4.0. New technological capabilities such as automation tools, AI and analytics are on the rise and are transforming businesses. Specifically looking at the onboarding process, the researchers is curious as to how can this technology be applied ethically and without handing complete control to technology. The choice of the topic is derived from the interest in effective HRM (Human Resource Management), and with emerging technologies, how the department can take its functionality to the next level. The aim of this research will be to examine the importance of human resource management and how it utilizes technological advances to enhance the onboarding experience of new employees. The aim is also to critique the balance of automation to human interaction to ensure the process is effective. The objectives of the research are as follow:

• 1)

  Assessing the value of the department of Human Resources in Businesses

• 2)

  Measuring the effectivity of current implementation of Automation, AI and Data Analytics in Human Resources during the onboarding process in Ireland

• 3)

  Assessing the challenges with implementing automation and AI technology in Human resources

• 4)

  Establishing the elements of onboarding which cannot be fully automated / replaced human interaction through AI bots

Literature Review

Induction has a profound influence on an organisations ability to maintain a competitive level of employee retention. It is a vital step in the human resource management process and follows a logical flow in the new recruits first engagement with the company (Salau, Falola, & Akinbode, 2014). Similarly, CIPD (Induction, 2020) defines induction as the process of an employee’s adjustment or their acclimatisation to their new role and working environment. According to Antonacopoulou & Güttel (Staff induction practices and organizational socialization: A review and extention of the debate, 2010), staff induction and socialization are key elements to enabling new recruits in becoming functioning members by supporting organizational recreation through sustaining and “renewing aspects of the organization’s character”. El-Shamy’s research suggests that for most new employees, the four firsts are key periods during the induction process (Dynamic Induction: Games, Activities and Ideas to Revitalize your Employee Induction Process, 2003). The four firsts are 1) the first hour 2) the first day 3) the first week and 4) the first month (El-Shamy, 2003). The research suggests that the effectiveness of a company’s induction process during these four periods can affect the retention of employees. Onboarding, being a label describing the process of induction, is clarified by Bauer (Onboarding New Employees: Maximizing Success, 2010), to have four distinct levels in the form of four C’s;

• 1.

  Compliance in teaching policy-related rules and regulations and basic legal policies,

• 2.

  Clarification in explaining the new role, tasks and responsibilities and expectations,

• 3.

  Culture in introducing recruits to company norms - both formal and informal and

• 4.

  Connection referring to interpersonal relationships & networks new hires engage in.