Integration of artificial intelligence into the modern human resource management system: economic aspect and digital transformation

Abstract

Introduction. The global digital transformation of businesses is acting as a catalyst for profound structural changes in human resource management (HRM). In today's environment, the functional role of HR departments is evolving from administrative support to strategic partnership, where intelligent analytics, full automation of routine operations and predictive forecasting of HR processes are becoming critical. In this context, the integration of artificial intelligence (AI) is becoming a priority area for development. AI is viewed not merely as a technological innovation, but as a fundamental tool for objectifying management decisions, enabling a significant improvement in the quality of staff selection and assessment. The economic rationale for implementing intelligent systems lies in the radical optimisation of operational costs, the minimisation of the impact of cognitive biases (the 'human factor') and an increase in overall labour productivity through the accurate modelling of competencies and the personalisation of employees' professional development. Purpose. To generalise the theoretical and applied foundations of integrating artificial intelligence into the modern human resource management system, to identify the main areas of its application, and to substantiate the economic effects and organisational and ethical risks of its implementation in the context of enterprise digital transformation. Materials and methods. The study applies a systemic approach, analysis and synthesis of scientific sources, logical-structural modelling, and comparative analysis. These methods were used to examine the functional capabilities of artificial intelligence in HR management, the expected economic outcomes of its implementation, and the organisational and ethical risks associated with algorithmic decision-making. Results. It is demonstrated that the integration of artificial intelligence into the human resource management system should be considered as a component of the broader digital transformation of the enterprise. A conceptual approach is proposed that combines artificial intelligence tools, the main areas of their application in HR processes, expected economic effects, organisational preconditions for effective implementation, and the risks of algorithmic personnel decision-making. It is established that the use of intelligent systems in workforce planning, recruitment, adaptation, training, performance evaluation, and HR analytics contributes to faster personnel procedures, lower transaction costs, improved decision quality, and more efficient use of human capital. At the same time, the effectiveness of such solutions depends on the digital maturity of the enterprise, the quality of HR data, the integration of information systems, and the readiness of specialists to work with new digital tools. Conclusions. The article proves that the integration of artificial intelligence ensures a shift from fragmented and predominantly reactive personnel management to a more systemic, predictive, and analytically grounded approach to managing human capital. The effectiveness of such implementation depends not only on technological solutions but also on proper digital infrastructure, data quality, ethical regulation, and the preservation of human professional judgement in HR decision-making.