Competition for people in knowledge-intensive areas like technology, finance, and R&D has increased considerably due to digital transformation. Traditional manual recruitment is increasingly limited in efficiency, objectivity, and scalability, making it difficult to keep up with organizational growth. This has made artificial intelligence (AI) technology vital to resume screening, job matching, and interview assessments. While technological advances improve productivity, they often present deeper issues, such as reassessing human agency and value in the job.This study asks: How does AI recruitment affect knowledge-based workers for good and bad? How can agricultural HR managers use AI while managing its risks? AI is enhancing efficiency by optimizing processes, lowering human bias by objectively evaluating applications, and facilitating one-to-one matching between individuals and jobs, according to studies. However, algorithms employed to attract candidates might generate structural inequities due to their prejudice, data points, and privacy rights issues. The study will first examine today's technology landscape, then analyze AI's dual impact through case studies, and lastly propose a model for humans and machines recruiting together that accounts for AI's benefits and hazards. Standardizing ethical data use, increasing algorithm transparency, and empowering HR personnel are needed to position AI as an organizational assistant rather than an ultimate decision-maker. Developmentally, it implies long-term surveillance of AI-hired employees' performance and the constant development of fairer, context-aware next-generation models. This research study seeks to help knowledge-intensive firms reconcile efficiency, equity, and technology with humanity during their digital and intelligent transition.
Research Article
Open Access