1.1.

Relevance & Scope of the Study

This study embarks on an exploration of the relevance and scope of integrating AI into talent
acquisition, a phenomenon that transcends mere technological adoption, touching upon the core
fabric of organizational strategies and human resource practices. The relevance of this study lies
in its ability to address the pressing questions surrounding the integration of AI in talent
acquisition, tapping into the perceptions, challenges, and benefits as perceived by Human
Resources (HR) professionals. As organizations globally grapple with the ever-evolving
challenges of attracting, identifying, and retaining top-tier talent, the infusion of AI technologies
into the recruitment process promises to offer transformative solutions. Understanding the
nuanced perspectives of HR professionals on these technological changes is not only timely but
also indispensable for organizations seeking to navigate the intricacies of talent acquisition in the
digital age.

Moreover, this study's significance extends to the critical examination of how AI impacts
diversity and inclusion initiatives within talent acquisition. In an era where organizations are
increasingly recognizing the importance of fostering diverse and inclusive workplaces, the
potential ramifications of AI on these efforts cannot be overstated. The study seeks to shed light
on whether AI serves as a catalyst for inclusivity or inadvertently perpetuates biases, providing
valuable insights for organizations striving to cultivate a workforce that mirrors the richness and
diversity of the global talent pool.

The scope of this study extends beyond a mere snapshot of current perceptions and challenges. It
endeavours to delve into the dynamic landscape of emerging trends in AI technology that
influence or have the potential to influence talent acquisition strategies. As AI continues its rapid
evolution, organizations find themselves at the intersection of technological innovation and
strategic decision-making. The study's scope encompasses the identification and analysis of these
trends, offering a forward-looking perspective that equips HR professionals with the knowledge
needed to stay ahead of the curve and align talent acquisition strategies with the latest
advancements in AI.
In essence, the relevance and scope of this study lie in its comprehensive approach to unravelling
the multifaceted dimensions of AI integration in talent acquisition. By providing insights into the
perceptions of HR professionals, assessing the impact on diversity and inclusion, and uncovering
emerging technological trends, the study aims to contribute to a holistic understanding of the
implications of AI in shaping the workforce of the future. As organizations navigate the complex
terrain of talent acquisition, this study serves as a guidepost, illuminating the path toward a more
informed and strategic integration of AI technologies in the pursuit of acquiring and retaining top
talent.

Theoretical background

The integration of Artificial Intelligence (AI) into talent acquisition is a phenomenon that unfolds
at the intersection of technology, organizational behaviour, and human resource management.
This theoretical background aims to provide a comprehensive foundation for understanding the
complex dynamics and implications of incorporating AI in the talent acquisition process.
Drawing on theories from fields such as organizational psychology, strategic management, and
information systems, this exploration navigates the theoretical landscape to elucidate the key
concepts and frameworks shaping the research on AI's impact in talent acquisition.

Human Capital Theory:

Human Capital Theory, proposed by Gary Becker, suggests that investments in education,
training, and health contribute to an individual's productivity and overall economic success. In
the context of talent acquisition, the infusion of AI aligns with the concept of enhancing human
capital. AI technologies facilitate more informed decision-making, streamline processes, and
optimize resource allocation, ultimately augmenting the capabilities of human talent acquisition
professionals. This theory provides a lens through which the study can explore how AI serves as
a strategic investment in human capital within organizations.

Conservation of Resources (COR) Theory:

Replacing the Resource-Based View (RBV) Theory with the Conservation of Resources (COR)
Theory, as proposed by Hobfoll, emphasizes the strategic importance of preserving and
accumulating resources to maintain well-being and achieve organizational goals. In the context
of talent acquisition, the integration of AI can be viewed as a unique and valuable resource that
organizations can leverage for competitive advantage. AI technologies, such as predictive
analytics and machine learning algorithms, represent distinctive capabilities that can enhance the
efficiency and effectiveness of talent acquisition strategies, allowing organizations to gain a
competitive edge in the talent market.

Technology Acceptance Model (TAM):

The Technology Acceptance Model, developed by Fred Davis and Richard Bagozzi, focuses on
individuals' acceptance and adoption of new technologies. Applied to talent acquisition, this
model helps understand the factors influencing HR professionals' acceptance of AI. Perceived
usefulness, perceived ease of use, and attitudes towards technology adoption are critical
components that shape the integration of AI in talent acquisition. Examining these factors
provides insights into the acceptance and effectiveness of AI tools in the recruitment process.

Social Exchange Theory:

Social Exchange Theory, rooted in the work of George Homans and Peter Blau, posits that
individuals engage in social exchanges based on the expectation of mutual benefits. In the
context of talent acquisition, the study can explore how the integration of AI influences the social
exchange dynamics between organizations and job seekers. The use of AI-driven tools, such as
chatbots for candidate interaction, may impact the perceived fairness and reciprocity in the
recruitment process, influencing organizational attractiveness to potential candidates.

Contingency Theory:

Contingency Theory, developed by Paul Lawrence and Jay Lorsch, suggests that organizational
effectiveness depends on the alignment between organizational structure and the external
environment. In the context of talent acquisition, the study can apply contingency theory to
explore how the adoption of AI aligns with the evolving external factors, such as technological
advancements, market competitiveness, and changing workforce demographics. Understanding
the contingency factors that influence the effectiveness of AI in talent acquisition provides a
nuanced perspective on organizational adaptation.
Ethical Decision-Making Theories:

Ethical Decision-Making Theories, including the works of Lawrence Kohlberg and James Rest,
provide a framework to analyse the ethical dimensions of AI in talent acquisition. The study can
investigate how HR professionals make ethical decisions when utilizing AI technologies,
considering factors such as fairness, transparency, and accountability. By applying ethical
decision-making theories, the research can contribute to understanding the ethical challenges and
considerations in the context of AI-driven talent acquisition.

This theoretical background provides a comprehensive framework for understanding the impact
of AI on talent acquisition, drawing from diverse theoretical perspectives. The integration of AI
in talent acquisition is not merely a technological adaptation but a multifaceted phenomenon
influenced by organizational, human, and ethical considerations. By grounding the study in these
theoretical foundations, we can navigate the complexities of AI in talent acquisition, offering a
nuanced understanding that goes beyond the surface-level implications.

2.1.3 Industry profile

The Information Technology (IT) sector, a perpetual trailblazer in technological innovation, is