Abstract
The chapter offers a thorough review of the vital factors to take into account when integrating artificial intelligence (AI) into the employee experience. The urgent need to provide HR teams with a profound awareness of AI's potential and its revolutionary influence on the HR sector is one of the primary issues that are underlined. Recognizing the breadth and depth of AI capabilities and appreciating how these capabilities will influence future HR practices are important components of this understanding. It's crucial for HR professionals to develop their AI skills because this technology will fundamentally alter how HR is conducted, not just as a trendy buzzword. The chapter's conclusion underlines that AI is an essential element of HR that has the potential to greatly influence the field's future. HR workers can open up a world of opportunities by embracing AI and play a crucial role in leading the firm to success in a quickly changing business environment.
TopIntroduction
In the ever-changing environment of modern technology, Artificial Intelligence (AI) stands out as a flexible tool with the potential to transform the way we process information, analyse data, and use the insights produced from it to improve decision-making. Its ubiquitous effect is visible in all aspects of life. AI's tremendous impact on the future of work is evident. It claims to boost productivity and provide firms with a competitive advantage. This transition affects both the nature of employment and the physical landscape of the workplace (Aggarwal, 2021). Machines are increasingly capable of performing activities previously designated for human hands, and they can even flourish in fields beyond human capabilities. However, it is vital to highlight that the advent of AI does not imply the demise of human labour. Instead, it acts as a catalyst for innovation, opening up new opportunities for growth (Fernandez et al., 2023). It is positioned to create new job opportunities and has the potential to reinvent the employee experience, initiating a paradigm shift in this process. In this context, it is warranted that HR must adapt to these revolutionary experiences by leveraging the power of AI throughout the employee life cycle, from recruitment through onboarding and development. Employee expectations continue to rise as technology advances at a dizzying speed. Our grasp of these shifting dynamics is based on extensive research that demonstrates how an organization's approach to personnel management has a significant impact on overall performance (Sharma & Tiwari, 2023).
In HRM one of the major challenges businesses encounter when it comes to influencing the employee experience is the burden of repetitive tasks. Employees often find themselves repeatedly performing routine tasks, which not only can be monotonous but also hinder their overall job satisfaction. Additionally, there's a notable absence of a readily available help center that can assist employees around the clock. This lack of support can lead to frustration when employees need assistance or information urgently, negatively impacting their experience within the organization. Moreover, personalization of the employee experience is a challenge companies face. Each employee is unique, with distinct needs, preferences, and aspirations. To create a truly engaging and fulfilling work environment, managers must find ways to tailor the experience to each individual, promoting a sense of belonging and alignment with organizational goals. Learning and development recommendations are also crucial; employees require guidance and resources to continually improve their skills and advance their careers within the company. Furthermore, there's a pressing need for optimizing talent management. Identifying and nurturing talent within the organization is essential for long-term success, but this often remains an under-addressed issue. Effective internal communication is another challenge, as miscommunication or a lack of communication can lead to misunderstandings, decreased morale, and decreased productivity. Lastly, personalization of benefits and rewards is a vital aspect of the employee experience, as one-size-fits-all approaches may not resonate with every employee, and tailoring these offerings can significantly improve job satisfaction and retention. Addressing these challenges will be instrumental in elevating the overall employee experience and fostering a more productive and satisfied workforce.
The objective of this chapter is to narrate the influence of AI on employee experience and suggest implications for managers. The chapter employs a general review method and narrates AI's impact specifically on HRM functions that affect employee experience. The chapter's aim is to provide practical recommendations rather than theory implications which can be considered as the scope of this chapter. The chapter offers a thorough review of the vital factors to take into account when integrating artificial intelligence (AI) into the employee experience within the gambit of HRM.
Key Terms in this Chapter
Career Coaching: Career coaching is when a coach and an employee work one-on-one to help reach career goals and full potential. Career coaches help with career planning, career changes, career advice, and other career decisions (Miles, 2023 AU40: The in-text citation "Miles, 2023" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Compensation Planning: A compensation plan (also known as a comp plan) is a set of guidelines for employees’ salaries, bonuses, and equity. It gives current and prospective employees a clear view of their employment package—which gives your company an advantage as you’re hiring (Steinfeld, 2022 AU41: The in-text citation "Steinfeld, 2022" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Employee Engagement: Employee engagement is the emotional commitment the employee has to the organization and its goals (Kruse, 2012 AU42: The in-text citation "Kruse, 2012" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).