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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM64411
Volume:
10 |
5 |
May 2026
Pages:
1-8
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
management
Sharda university
management
Sharda university
This study examines how artificial intelligence (AI) is transforming talent acquisition and recruitment practices, focusing on organizations in Delhi NCR, India. It assesses both the benefits (efficiency gains, enhanced candidate matching, and improved candidate experience) and the challenges (bias, transparency, and human–AI balance) associated with AI-enabled hiring tools. Using a structured survey of HR professionals (N = 160) and quantitative analysis (descriptive and inferential statistics), the research tests hypotheses linking AI adoption to recruitment outcomes. Results indicate that AI use is widespread (87.5% of respondents’ firms use AI tools) and strongly associated with perceived efficiency and fairness improvements. Hypothesis tests showed strong positive correlations (e.g., r≈0.75, p<.001) between belief in AI’s bias reduction and perceptions of fairness, especially when governance (audits, training) is present. These findings align with industry reports of significant efficiency gains[1] and studies noting AI’s potential for scalability and fairness in HR[2][3]. However, the data underscore the need for transparency and oversight: audit practices and continuous upskilling of recruiters significantly strengthen trust in AI’s fairness[4][5]. Implications for HR theory and practice are discussed, suggesting that AI can streamline hiring and promote inclusivity, provided strong governance and human judgment are maintained.
KEYWORDS
This study has limitations. First, it relies on self-reported perceptions, which may be subject to bias. We did not measure actual hiring outcomes (e.g., time-to-fill in days), so the efficiency results are attitudinal. Second, the sample, while diverse, is limited to Delhi NCR; results may differ in other regions or in smaller enterprises. Third, the cross-sectional design means causality cannot be inferred; organizations that adopt AI may differ systematically from those that do not. Finally, AI technology evolves rapidly; our survey captures a specific moment (2025–2026) and may not reflect future innovations. Despite these limits, the study provides a comprehensive snapshot of current attitudes and practices.
1. Roppelt, J. S., Schuster, A., Greimel, N. S., Kanbach, D. K., & Sen, K. (2025). Towards effective adoption of artificial intelligence in talent acquisition: A mixed method study. International Journal of Information Management, 82, 102870[17]. 2. Golden, S. A. R. (2026). Artificial intelligence in human resource management: Transforming recruitment, employee experience, and strategic HR practices in India. Working paper, Loyola College[2][6]. 3. Insight Global & Atomik Research (2025). 2025 AI in Hiring Report [infographic]. Insight Global[1]. 4. van den Broek, E., Sergeeva, A. V., & Huysman, M. (2025). New research on AI and fairness in hiring. Harvard Business Review, Dec 12, 2025[3]. 5. Rigotti, C., & Fosch-Villaronga, E. (2024). Fairness, AI & recruitment. Computer Law & Security Review, 53, 105966[10]. 6. Egan, J. (2025). AI in hiring: Why transparency matters more than ever. SHRM Executive Network, Dec 5, 2025[12][15].
Publication Date
6/1/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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