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The purpose of this paper is to apply the earlier enhanced personal profile ontology (e-PPO) developed by the authors as a case study for the appraisal of the lecturers in the department of computer science, University of Uyo, Uyo for the purposes of promotions. The developed e-PPO was a sample smart résumé for the selection of the best among three personnel using linguistic variables and formal rules representing the combination of the criteria and subcriteria was illustrated which was used to allocate competent personnel for software requirement engineering tasks. The need for the use of the smart resume for appraisal purposes was pointed out in the conference paper, calling for the applicant’s data to be inputted into the enhanced personal profile ontology (e-PPO) for personnel appraisa.

Appraisal is a regular review of employees’ performances and their overall contribution to the organization they are working for. The availability of a web application for personnel appraisal requires PPO which includes both static and dynamic features. Personal profile is often modified for several purposes calling for augmentation and annotation when needs arise. Resume is one resulting extract from personal profile and often contain slightly different information based on needs. The urgent preparation of resume may introduce bias and incorrect information for the sole aim of projecting the personnel as being qualified for the available job. Religious and gender biases may sometimes be observed during appointments of new personnel, which may not be the case during appraisals for promotions or reassignment of tasks because such biases become insignificant given the fact that job targets and the skills needed are already set and the appraisals passes through several phases that are not determined by a single individual. This work therefore applied the earlier developed e-PPO for appraisal of the academic staff of the department of computer science, university of Uyo, Uyo, Nigeria. A mixed approach of existing ontologies like Methontology and Neon have been followed in the creation of the e-PPO, which is a constraint-based semantic data model tested using Protégé inbuilt reasoner with its updated plugins. Upon application of e-PPO on personnel appraisals, promotion and selection of employee for specific assignments in any organization is possible using the smart resume.

The use of the smart resume reduces the numerous task that would have been taken up by the human resource team, thereby reducing the processing time for the appraisals. The appraisal task is done void of biases of any kind such as gender and religion.

This work is an extension of the original work done by the authors.

In 2010, Salil Pande founded VMock, an online product that helped MBA students prepare for job interviews. Students could upload their video interviews and get feedback from mentors and peers. Four years later, VMock pivoted from an interview feedback product to a “Smart Resume” product that focused on improving resumes. The pivot was based on the insight that job candidates first needed help fixing their resumes before they could obtain and prepare for interviews. Further, the interview feedback product was difficult to scale as it relied on human feedback. The Smart Resume product, on the other hand, was powered by machine learning and artificial intelligence technology, making it more scalable and allowing VMock to evolve its offering from a product to a platform for managing careers. VMock had forged strong relationships with top business schools in the United States and Europe and its Smart Resume platform had been well received by the market.

Now Salil and his wife (and head of product development), Kiran, had to determine the next step in the company's evolution. They realized that the time had come to take their business to the next level. But they were faced with several options on how to go about scaling VMock. Should they market directly to consumers or should they use partners to scale their user base? Should they create a solution for employers to help them recruit and manage talent? What revenue streams should they focus on to maximize growth and profitability? These strategic decisions would be key to the survival and growth of VMock.

Employee engagement (EE) can result in multiple positive impacts not only on the individual and his/her team but also on the organisational and financial outcome of the business. If artificial intelligence (AI) can be used as a tool to facilitate EE, organisations will be more than satisfied to adopt it. The paper aims to study the penetration of AI for EE in corporate India.

Based on the information gathered through secondary research, a framework of questions was built and sent to some senior people in the area of AI and HR to check for its completeness. Respondents based on inclusion criteria were selected through random purposive sampling to be a part of the study. A total of 23 respondents participated in the study. Qualitative data analysis of the transcripts was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software. Multiple readings were undertaken to identify the patterns and relationships in the data.

The participants described a variety of issues while using or planning to use AI for EE. Some of the issues mentioned were related to cost, challenges, mindsets and attitudes, demography of employees, comfort in the use of technology, size of the organisation, change management strategies, software vendors and vendor support. The most common responses were grouped into headings such as Organisation, Process, Employee and Software Choice Related aspects.

Lately, the overall work environment, work and personal life balance, and quality of life have become more desirable than earning a good salary. AI is becoming a part of various aspects of business but its role in HR is yet to be explored. AI’s capabilities to predict may result in more employee work satisfaction. The paper explores the possibility of using AI as a tool in every aspect of employee life cycle, thereby attempting to make HR processes more productive and enhance EE.

Introduction: The rapid growth of high technology has urged many organisations to dynamically look for innovative ways, ideas, testing, and ingenious solution in improving their current product, process, system, and technology. For contemporary business, artificial intelligence (AI)-based people analytics is an instrument currently employed to develop a better prosperous future.

Purpose: The study aims to investigate the usage of AI in human resource management (HRM) practices. It also examines the benefits and challenges of using AI in implementing people analytics in organisations.

Methodology: This chapter contains a systemic review of articles and papers on analytics. The presented qualitative study did a literature review based on the articles published in the last five years and extracted from the Scopus database.

Findings: This chapter indicated that AI-based people analytics is on the verge of changing various aspects of HRM practices better to furnish it for a vibrant, ever-changing workplace. It concludes different usage of AI in people analytics for better managing human resources (HR) at the workplace. Also explored the benefits and challenges of implementing AI in the people analytics domain.

Implications: This chapter will help understand ongoing practices of AI-enabled process benefits and challenges. This insight will help develop a better AI-enabled function for a better decision-making system. The future scope of the study is how to overcome the challenges.

As the skills economy becomes the norm, learning focused on skills, learners who understand those skills and can iterate the learners to potential employers, and hiring personnel who prioritize skills when making personnel decisions create a visible currency that can be leveraged by all the stakeholders. This paper seeks to analyze those emergent skills, show the skills' impact on the self-organizing skills ecosystem and illustrate how the skills provide a conduit to wholesale global change by creating a talent pipeline designed to generate economic vitality.

Through a system thinking lens and by exploring related skills ecosystem literature, this paper explores the concept of the self-organizing learn-earn skills ecosystem and the role technology plays in the development, implementation and continuation of the process. Tools such as customer, actor, transformation, worldview, owner and environment (CATWOE) and levers have been implemented to probe the maturity, challenges and opportunities the emerging ecosystem provides.

As the ecosystem evolves, there is much to be done to align stakeholders to reach the ecosystem's full potential. However, by applying a systems lens to the work in progress, greater clarity and definition can be achieved, thereby generating more forward momentum to propel the skills movement toward the intended outcomes.

While there are many recent publications that define the elements, parameters and attributes of the referenced skills ecosystem, this article aggregates information, through a system thinking lens, to provide a deeper, more cohesive analysis.

Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

The purpose of this study is to develop tree-based binary classification models to predict the likelihood of employee attrition based on firm cultural and management attributes.

A data set of resumes anonymously submitted through Glassdoor’s online portal is used in tandem with public company review information to fit decision tree, random forest and gradient boosted tree models to predict the probability of an employee leaving a firm during a job transition.

Random forest and decision tree methods are found to be the strongest attrition prediction models. In addition, compensation, company culture and senior management performance play a primary role in an employee’s decision to leave a firm.

This study may be used by human resources staff to better understand factors which influence employee attrition. In addition, techniques developed in this study may be applied to company-specific data sets to construct customized attrition models.

This study contains several novel contributions which include exploratory studies such as industry job transition percentages, distributional comparisons between factors strongly contributing to employee attrition between those who left or stayed with the firm and the first comprehensive search over binary classification models to identify which provides the strongest predictive performance of employee attrition.

Introduction: Traditional recruitment system relied heavily on the applicants’ curriculum vitae (CV). This system, besides becoming redundant, has proved to be a futile exercise leading to the hiring of candidates that eventually turn out to be ‘misfits’. CVs were the only source of candidates’ data available for the recruiters a few years back. Face-to-face interviews was considered to be the ultimate solution for hiring suitable candidates. However, evidence suggests that interview scores and job performances do not complement each other. Advancement in artificial intelligence (AI) has introduced several techniques in the recruitment process.

Purpose: This chapter underscores the drawbacks of the traditional recruitment process. Evidence suggests that the traditional recruitment process is prone to subjectivity and is time-consuming. Surprisingly, despite the disadvantages, the integration of AI into the recruitment process is still slow. This chapter highlights the need to harness AI and the advantage technology could bring to the recruitment process. Some of the techniques that are garnering attention and widely used by organisations, such as chatbots, gamification, virtual employment interviews, and resume screening are described to enable the readers to understand with less effort. Chatbots and gamification techniques are described through process flow charts. We also describe the various types of interviews that could be conducted through virtual platforms and the modality by which the resume screening technique operates. Today, we are at a juncture wherein it is pertinent to acknowledge the superiority of technology-driven processes over traditional ones. This chapter will help the readers to understand the modus operandi to implement chatbots, gamification, virtual interviews and online resume screening techniques besides their advantages.

Scope: Although chatbots, resume screening, virtual interviews, and gamification are used in other areas, too, such as training and development, marketing, etc., in this chapter, we restrict solely to employee recruitment processes.

Methodology: Scoping review is used to examine the existing literature from various databases such as Google Scholar, IEEE, Proquest, Emerald, Elsevier, and JSTOR databases are used for extracting relevant articles.

Findings: Automation and analytics in recruitment and selection remove bias which is otherwise increasingly found in manual hiring processes. Also, previous studies have observed that candidates engage in impression management tactics in traditional face-to-face interviews. However, through automated recruitment processes, the influence of these tactics can be eliminated. AI-based virtual interviews reduce human bias. It also helps recruiters to hire talents across the globe. Gamification improves the candidate’s perception of the work and work environments. Through gamified techniques, the recruiters can understand whether a candidate possesses the required job skills. Chatbots are an interactive technique that can respond to interviewees’ queries. Resume screening techniques can save the recruiter’s time by screening and selecting the most appropriate candidates from a large pool. Hence, the chosen candidates alone can be referred to the next stage of the recruitment cycle. AI improves the efficiency of the recruitment process. It reduces mundane tasks. It saves time for the human resources (HR) team.