A human-centric approach to AI integration in HR
- HRM Asia Newsroom
In today’s fast-evolving hospitality landscape, AI is challenging all organisational functions. In the field of HR management, the potential of AI has been identified throughout all HR activities, creating a lot of hopes and fears from organisations, HR professionals, employees, jobseekers, and so on.
The main challenge lies in figuring out where to draw the line and which HR tasks or parts of processes should or should not be delegated to an algorithm. In that respect, AI integration in HR requires a human-centric focus that balances optimisation and efficiency with a deep respect and consideration for people in organisations.
Streamlining the hiring recruitment process
Recruitment is time-sensitive and requires intensive resources. Applicant Tracking Systems (ATS) streamline hiring by collecting applications, screening candidates, and managing tasks like job tests and interview scheduling. According to LinkedIn’s Future of Recruiting 2025 report, 37% of organisations now use AI-driven hiring tools, which is an increase from 27% the previous year.
Other experiments with AI in the hiring process are being conducted, such as AI-powered chatbots to assess candidate suitability in an initial interview or AI-driven job simulations, contributing to a more efficient hiring process. These AI-assisted recruitment tools can help save time and increase efficiency – leaving more time for human interactions in the hiring process. They can also improve decision-making by providing HR and hiring managers with more relevant data about applicants.
Personalised learning experience using AI to support career growth
Careers demand continuous learning and adaptability. AI-driven learning platforms can help provide tailored development opportunities, ensuring employees acquire skills relevant to their roles and aspirations.
AI can help get a more comprehensive view of individual performance and identify knowledge gaps and development potential, leading to the development of customised training programmes that match the needs of both organisations and employees. According to The Superagency in the Workplace report, 48% of employees consider AI-driven training the most important factor for AI adoption. Yet, nearly half feel they receive only moderate or insufficient employer support.
Furthermore, AI facilitates career path mapping by predicting trajectories based on an employee’s strengths, interests, and market trends, offering personalised growth recommendations. While AI handles data analysis, HR and managers can focus on discussing performance, objectives, and career development. This blend of data-driven insights and human interaction enhances engagement and retention.
Improving employee retention by enhancing engagement and work-life balance with AI
Retention is a critical challenge – especially in the hospitality sector, where high turnover rates affect service consistency. AI-driven tools offer actionable insights to enhance employee satisfaction and retention. Flexible scheduling systems powered by AI can help create optimised work schedules that balance business needs with employee preferences, reducing burnout and improving work-life balance. This improvement helps maintain optimal staffing levels during peak hours while accommodating employee needs, leading to better morale and efficiency.
READ MORE: Can tech be the answer to hospitality industry’s manpower crunch?
According to the e-Conomy SEA 2024 report, AI investment in South-East Asia surpassed US$30 billion in H1 2024, with workforce automation being a key area of focus. Additionally, predictive analytics help prevent turnover by analysing behavioural patterns to identify dissatisfied and disengaged employees potentially at risk of leaving.
This technology enables HR teams to take proactive measures such as career coaching, wellbeing support, or role adjustments to retain talent. Here again, AI analysis and human interactions play a key role in employee engagement and retention.
The HR leader’s AI playbook
To adequately leverage AI in HR, leaders should focus on implementing AI solutions with both data and human aspects in mind. A couple of questions can help structure leaders’ reflections about AI implementation in HR:
Who is the best at it, and what is the added value?
On the AI side, as on the human side, it is important to consider the value added by algorithmic processing versus human interaction. Where will the algorithm make the difference? Probably when there are large volumes of data to process. Where will humans make a difference? Most certainly when prioritising contact and interaction with candidates and employees.
Who is responsible for it?
When making data-driven decisions in HR, it is crucial to remember that these choices impact real people. Recognising the human responsibility behind them allows us to step back and critically assess the role we want AI to play. Rather than seeing AI as a disruptor, we can embrace it as an enabler to shape the organisations we want to be part of. By enhancing human-centric practices, AI can help create more inclusive, adaptive, and engaging workplaces. Ultimately, the future of AI in HR is not about replacing humans but empowering them and ensuring that technology serves people, not the other way around.
About the Author:
Dr Bertrand Audrin is Assistant Professor of Human Resource Management and Organisational Behaviour at EHL Hospitality Business School, Lausanne Campus.
