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BAIDU INC.: LEVERAGING ARTIFICIAL INTELLIGENCE FOR
INTELLIGENT RECRUITMENT1
Xi Zhang, Yuqing Zhao, and Zixin Wu wrote this case under the supervision of Professor Ning Su solely to provide material for class
discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may
have disguised certain names and other identifying information to protect confidentiality.
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Version: 2024-02-09
We know that a lot of interesting things are going on in the Internet space, but we don’t want to lose
focus . . . we believe there are still plenty of prizes to be claimed by the best players.2
Robin Li, Founder of Baidu Inc.
For technology companies, talent was the most important asset. Baidu Inc. (Baidu), the China-based
multinational Internet giant, was no exception. The company was known for its diverse cutting-edge
products and services, from its initial product, the Chinese-language search engine, to its most recent
innovations such as autonomous vehicles. To remain a best player in the global technology industry, the
company had been trying to incorporate artificial intelligence (AI) into its talent management in general
and its recruitment process in particular. The company had gained much success but also encountered
challenges.3 Since both AI and humans brought advantages and disadvantages to the recruitment process,
how should Baidu reasonably allocate roles between AI and humans in its intelligent recruitment process?
With the increasing digitalization of recruitment, artificial intelligence (AI) was widely used in talent
management. The recruitment industry had also entered the age of intelligent recruitment (see Exhibit 1).4
According to the consulting firm Mercer Limited, over 75 per cent of companies used AI in talent
recruitment (see Exhibit 2).5 LinkedIn conducted a questionnaire survey of 606 hiring managers and 8,815
global recruiters in mainland China, and reported that that 85 per cent of the respondents said that AI and
big data were the primary trend affecting recruiting methods.6
AI-BASED INTELLIGENT RECRUITMENT
Driving Factors
With the declining demographic dividend and rising labour costs, businesses were more focused on how to
find the right excellent candidates and ensure the quality of talent, thus improving productivity and
management efficiency.7 In the past, the performance indicators of human resource (HR) recruitment had
only reflected control over quantity, such as the number of applicants and time to complete the recruitment,
while recruitment quality measures such as probation departure rate and post-entry performance were often
ignored.8 The skill level of recruitment personnel was uneven, affecting companies’ talent quality.
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The development of AI technology, especially in natural language processing technology and multi-modal
algorithms, made it possible to combine AI with recruitment.9 The Bidirectional Encoder Representation
from Transformers (BERT) model released by Google LLC (Google) in October 2018 announced that
natural language processing (NLP) technology had risen to a new level.10 For the products of intelligent
recruitment, natural language processing and multi-modal algorithmic technology were crucial
technologies.11 Technological advances were driving the innovation of intelligent recruitment products.
According to the Research Report on the Role of AI in Recruitment 2020, the digital transformation of
human resources had gone through four stages: online management, efficiency improvement and cost
reduction, intelligent management, and data driven decision-making (see Exhibit 3).12 AI had become the
core technology of data-driven decision-making in recruitment transformation.13 Therefore, it was of great
importance to improve the combination of AI and recruitment at the technical and management levels.
Products
Intelligent recruitment had made bold innovations in areas such as resume screening, job search, candidate
assessment, and information communication.14 It became multi-pronged from the perspectives of the hiring
organizations, suppliers, and job seekers in the human resources industry to solve the problems of both finding
talent and jobs.15 It aimed to make recruitment management digital and scientific, and to improve recruitment
efficiency.16 Based on AI technology, many companies developed their own intelligent recruitment products.
iTalentX
Beijing Beisen Cloud Computing Co., Ltd. (Beisen) closely integrated various algorithmic modules to form
an intelligent talent management platform called iTalentX. 17 It could realize comprehensive digital
management from employee recruitment to entry management to departure, improved efficiency of
recruitment management, rapid development of employees, and intelligent decision-making.18
iTalentX provided enterprises with integrated software as a service (SaaS) for the whole process of the HR
business, and met the customized needs of medium and large enterprises through its own platform as a
service (PaaS). There were more than five thousand enterprises, one hundred and twenty thousand HR
workers, and ten million employees using Beisen’s innovative human resource products and services every
day. Beisen’s cloud platform added evaluation data for nearly ten million talents and one hundred million
recruitments every year, processing more than one billion pieces of data every day.19
Google Hire
Google Hire (Hire) was a recruitment application launched by Google in 2017 for small and medium-sized
companies that were integrated with G Suite applications (e.g., Gmail and Calendar).20 Since the release of the
app, Google had found that recruiters usually used “Ctrl + F” to search resumes for specific words, so the web
giant decided to perform the process automatically with the help of AI. Hire could now automatically analyze
the key terms in a job description and highlight them on resumes, including synonyms and acronyms.21
AI alleviated scheduling problems by automatically recommending interviewers and their available time.22 If
the interviewer declined the invitation or cancelled at the last minute, Hire would recommend an available
replacement. Hire also offered a one-click “click to call function” and automatically logged a record of phone
calls, so everyone on the recruitment team could see who had already spoken to the candidates. Google said
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that Hire could already help reduce the time recruiters spent on repetitive tasks, such as reviewing applications
and scheduling interviews, by up to 84 per cent, making the recruitment team more efficient.23
HireVue
In 2019, Foxtel, Australia’s leading entertainment and sports subscription televison business, significantly
changed its recruitment process when implementing HireVue Inc.’s virtual interview solution, HireVue.24
As a result it was able to find new competitive talent more effectively than ever before, which made the
business more agile and innovative.25
Before the introduction of HireVue, the FoxTel Group’s main challenge was recruitment speed. When the
COVID-19 pandemic hit in the early 2020s, its call centres were required to hire 120 people within a week.
Combined with the surge in job applications caused by the soaring unemployment rate, the recruitment team
was stressed. However, thanks to the use of HireVue’s video interview platform, the Foxtel Group was able
to assess thousands of potential hires faster than before. In fact, at the end of Foxtel Group’s 2020 fiscal year,
its small team in sales, marketing, finance, and technology had handled 26,488 applicants through the HireVue
platform. Thousands of retail and hotel staff applied for new jobs in 2020, so the Foxtel Group used the
HireVue virtual interview platform to quickly and effectively evaluate and recruit the best.26
Moka
Cambricon Technologies Corporation Limited (Cambricon) was the world’s first and largest unicorn in the
field of AI chips, leading domestic and international markets with a number of advanced technological
achievements.27 Cambricon was a global pioneer in the field of smart chips, aiming to create all kinds of
intelligent cloud servers, terminals, and robots using the core processor chip. The company introduced the
Moka recruitment management system for employee recruitment.28
Moka had numerous advantages.29 It established resources to achieve continuous follow-up for its talent pool
reserve. There were nearly twenty talent pool categories according to different positions for the Cambricon
HR team to use, real-time records of historical recruitment data, and flags for standard follow-up situations to
assist personnel in following up talent in a more targeted manner. It provided recruitment decision support
through statistical data available in real time. HR staff could customize data to carry out a variety of candidate,
interview, channel latitude, and other multi-dimensional efficiency analyses. As a result, HR staff saved nearly
80 per cent of the time they had previously spent on dealing with recruitment statistics.30
BAIDU’S INTELLIGENT RECRUITMENT
Baidu Inc.
Baidu was founded by Robin Li, who had previously worked at Infoseek Corporation in the United States. He
had established the search engine company RankDex; its algorithm used hyperlinks to measure the quality of
indexed websites. This predated Google’s PageRank; the algorithm was, in fact, cited in Google co-founder
Lawrence Page’s patent application for Google’s PageRank, entitled “Method for Node Ranking in a Linked
Database,” and the algorithm became part of Google’s foundation. 31 Building on RankDex and other
technologies, in 2000, Robin Li co-founded Baidu with Eric Xu in China to provide Internet-based services,
initially focusing on search. In 2007, Baidu became the first Chinese firm to be listed on the National
Association of Securities Dealers Automated Quotations (NASDAQ)-100 index. By 2021, Baidu had become
the sixth-largest search engine in the world, with more than a 70 per cent share of the Chinese search market.32
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Baidu’s AI-Driven Recruitment
Its open and innovative “engineer culture” and the accumulation of a massive volume of data over the years
made Baidu a leader and pioneer in intelligent talent management, and also enabled it to maintain strong
competitiveness in the high-tech industry, which had rapid talent flow and fierce competition. Based on the
concept of intelligent talent management, Baidu established the Talent Intelligence Center (TIC) team.33
Benefiting from the high-intensity continuous research and development and accumulation of top
technologies by the TIC team, Baidu took the lead in this unknown market space. The TIC had established
a mature decision scheme for an intelligent recruitment system, achieving a major technological
breakthrough and application market.34 Based on the fact that Baidu had become one of the pioneers in
intelligent recruitment and its relatively mature intelligent recruitment solutions, this case uses Baidu as an
example to introduce the development history and functions of intelligent recruitment in detail.
Baidu had been plying its own technological advantages since 2015 to independently develop an intelligent
recruitment system and apply it to the entire recruitment process, including resume evaluation, person-job
matching, and intelligent written testing and interviewing. It paid more attention to work experience and
personal abilities to better match talent with positions, hoping to eliminate discriminatory interference from
factors such as gender and education.35
By 2023, Baidu had established a diversified intelligent recruitment system based on comprehensive
recruitment channels and supplemented by independent research. Because of its excellent achievements,
Baidu won China’s Top 100 Best Employers of the Year (recruitment), China’s Top 100 Best Employers
for College Students, Outstanding Employer for University Students’ Employment Contribution, Top Ten
College Students’ Popular Employer Brand, and other awards.36
Functions
Baidu’s intelligent recruitment system included core functions such as resume evaluation, person-job
matching, and intelligent written testing and interviewing.37
Resume Evaluation
The intelligent recruitment system conducted in-depth learning of a massive volume of historical
recruitment data, and excavated and evaluated the candidates’ various abilities, thereby assisting the human
recruiter in objective and scientific resume screening and avoiding missing talent.38 Through extracting key
resume information and unifying different formats of resume parsing into standard structured information,
the system helped HR accurately and quickly build talent portraits and evaluate candidates.39 Baidu’s tag
management system could realize the extraction of resume skill and job demand labels required by different
subdivisions of positions and jobs to meet the recruitment needs of enterprises.
Person-Job Matching
The intelligent recruitment system could further accurately find the potential relationship between resumes
and recruitment notices, so as to match the most suitable applicants to the most suitable positions and projects.
The model automatically identified candidates’ important skills and experience information related to the
work requirements, and performed weighted analyses to achieve high-quality person-job matching.40
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Baidu also attached importance to the fairness of the algorithm’s recommendations. The company aimed to
eliminate discrimination and constructed an unbiased intelligent recommendation algorithm in strict
accordance with the requirements of its recruitment management standards, which called for equal
employment regardless of factors such as gender, race, skin colour, age, nationality, religious belief, and
physical disability. 41 Baidu developed the industry’s first neural network method, which carried out
comprehensive semantic modelling of job applicants’ resumes and job requirements to ensure the accuracy
of the model while avoiding algorithmic bias.42 It was committed to helping job seekers find the most
suitable starting point for their career. It ensured the fairness of the recruitment process and results, and
especially ensured that women had equal opportunities to apply for employment.
Written Test and Interview
Baidu developed and designed an intelligent and personalized test question recommendation algorithm. Based
on the hierarchical skill knowledge graph and neural probability graph model, combined with the resume
submitted by the job applicant and the ability requirements of the post, it generated “1,000 different questions
for 1,000 people.”43 The customized simulation assessment helped job seekers quickly and accurately assess
their own abilities before the formal assessment, find advantages, and check for missing vacancies.
Before the official written test component of the Chinese school recruitment process in 2019, a smart written
test list was launched on the Baidu School Recruitment website.44 Job seekers were invited to use the Baidu
recruitment system to complete a small number of personalized questions. The system would then qualify
applicants who were at the top of the weekly rankings to directly enter the interview process without testing.
Additionally, the intelligent interview assessment system could provide personalized information about
them to the interviewers to help them conduct a more comprehensive and accurate assessment of the
candidates. 45 The success rate of the Baidu system’s applicants in both the interview and job entry
performance was proven to be better than in others, reflecting the superiority of Baidu’s intelligent
recruitment system compared with the traditional recruitment system.46
VALUE CREATION
The open and flexible intelligent recruitment system created a lot of value for both the enterprises that used
it and the talent market.
Internal Impact
Through the application of the intelligent recruitment system, enterprises could realize internal value
creation, as discussed below.
Improvement of Recruitment Efficiency
The development of big data technology helped promote combining corporate recruitment with big data
approaches, which effectively solved the problem of collecting and selecting from resumes. The system’s
analysis of resumes achieved the goal of “efficiency + precision” in the recruitment process.47 Through the
establishment of dedicated recruitment management technology, an enterprise could realize smart recruitment.48
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Creation of a High-Quality Talent Database
Big data analysis allowed enterprises to establish a high-quality talent database. A talent sequence could
extract a high-quality talent pool from the database according to the ability and quality of talent, and
therefore improve the accuracy of person-job matching.49 Baidu’s intelligent recruitment system’s in-depth
learning from historical recruitment data helped human recruiters conduct objective resume screening that
avoided missing talent.50
Mitigation of Unconscious Biases
As discussed in Person-Job Matching, above, the company attached great importance to developing a
recruitment system with an unbiased and non-discriminatory recommendation algorithm that delivered
fairness in the recruitment process and its results.51
Customized Assessment and Precise Recruitment
Baidu’s intelligent personalized test recommendation algorithm helped enterprises develop customized
questions for individual job applicants, thereby achieving accurate recruitment.52
External Impact
Intelligent recruitment could also create value for an enterprise’s external stakeholders in the labour market.
Enablement of External Partners
On September 10, 2020, Baidu signed a strategic co-operation agreement for the Smart Talent Pool project
with Charoen Pokphand Group (C. P. Group) and Beisen. Baidu would provide AI technical support for
intelligent recruitment, and work together with Beisen to establish an intelligent talent pool management
system and provide corresponding services to help the C. P. Group, a century-old company with three
hundred and fifty thousand employees, realize the intelligent transformation of recruitment.53
In this co-operative arrangement, Baidu focused on talent management computing, integrated “intelligent
recruitment” into Beisen’s existing system, and further used AI to help realize the transformation of talent
management models to change from experience-oriented to intelligent-oriented talent management.54
Baidu also achieved external value creation by providing other companies with technical support for
intelligent recruitment. Assisting other companies to realize intelligent recruitment extensively improved
the recruitment efficiency of various industries, helped job seekers quickly and accurately assess their own
abilities and find the most suitable career starting point for themselves, and promoted intelligent
transformation of the labour market. 55 Baidu also expanded its business co-operation and laid the
foundation for its further development.56
Social Service for the Labour Market
University relationships were another important area that Baidu focused on. On April 28, 2017, Baidu
University held the opening ceremony of the Baidu Institute of Technology (BIT) and announced that this
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nine-year-old internal learning platform would be released to the public.57 The major courses it offered were
AI technology, big data and cloud computing technology, web technology, and so on.58
While BIT had been recruitment and talent oriented since 2008, but by the time it opened to the public in
2017 its external relationships had developed to the point where it also began to be brand and market
oriented, which could help enterprises do more.59 The BIT recruitment team’s starting point was to develop
the relationships with students and enterprises seeking training for their staff. 60 BIT created a talent
development model with a learning map and training courses and accumulated a series of self-developed
courses and learning activities covering professional skills, professional knowledge, general skills, project
management, and engineer culture.61 BIT held technical lectures for student groups, and cooperated with
university laboratories to convey Baidu’s technical capabilities to the outside world.62 Within its university
relationships, Baidu also developed a social responsibility business, taking the initiative to assume social
responsibilities and promoting Baidu’s internal foundation and human resources system to set up
scholarships and teaching funds in universities.63 Baidu issued yearly environmental, social and governance
(ESG) reports to enhance the transparency of its corporate social responsibility.64
In general, Baidu’s intelligent recruitment business was becoming increasingly diverse. It was not only
recruitment-oriented, but also expanded business co-operation to create service value for the talent market.
FUTURE TRENDS AND CHALLENGES
Intelligent recruitment brought certain benefits to enterprises and talent.65 To some extent, Baidu seized the
opportunity of digital transformation, which also meant that it seized the opportunity of the first mover.66
Intelligent recruitment was also the general trend, which could not only optimize the allocation of human
capital structure, reduce costs, and improve the efficiency of recruitment management, but also transform
talent value into enterprise value, and achieve a win-win situation between employers and employees.67
Digital technology and AI tools liberated labourers, but also left them without a sense of self-control.68
Some professionals even began to have the pessimistic view that “algorithms dominate humans.”69 This
contradiction did not deny the objective fact that digital tools improved efficiency, but the pressure from
efficiency required enterprises to organically combine the “digital + tradition” with the “human + machine”
and strengthen the corporate culture with humanistic care and respect. 70 While improving production
efficiency, we should leave enough space for labour reproduction, rather than trying to make “working
overtime” replace humans’ time to learn and innovate.71
Just as Apple’s CEO, Tim Cook, stressed at the 2017 World Internet Conference in Wuzhen, China, the future
direction of technology development was to make “technology full of human nature,” and digital workplaces
should also optimize the work and development efficiency of talent from a “human-oriented” perspective.72
CONCLUSION
While the intelligent recruitment system brought many benefits to Baidu, there were also many challenges
and problems to deal with. AI technology had indeed greatly optimized human productivity, but humans
also had unique perceptual and emotional advantages.73 Recruitment management was a process with a
variety of screening procedures to assess both the hard skills and soft qualities of talent in order to better
achieve efficiency in human-machine co-operation. How should Baidu reasonably allocate the roles of AI
and humans in its intelligent recruitment process?
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EXHIBIT 1: THE DEVELOPMENT OF THE RECRUITMENT INDUSTRY
Before Traditional
Recruitment
2020
Online
2000~
Recruitment
2020
2020~ Mobile
2020 Recruitment
Intelligent
After Recruitment
2020
Source: Created by the case authors from IbisWorld, Industry Report—Global HR and Recruitment Services, accessed June
14, 2023.
EXHIBIT 2: ARTIFICIAL INTELLIGENCE (AI) APPLICATION SCENARIOS
In what area of your company is artificial intelligent (AI) being used?
Other uses
Employee motivation recognition
Human resource strategic…
6.45%
11.29%
14.52%
Performance management
20.16%
Estimation of turnover risk
20.97%
25.81%
Employee relations
Employee engagement survey…
26.61%
30.65%
Workforce management
Compensation and benefits…
33.87%
42.74%
Training and talent development
75.81%
Staff recruitment
Source: Created by the case authors using “2020 Global Talent Trends Report—The Future of Work,” Mercer, accessed June
14, 2023, https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html#contactForm.
EXHIBIT 3: FOUR STAGES OF HUMAN RESOURCES DIGITAL TRANSFORMATION
Online
Management
Improve
Efficiency and
Reduce Cost
Intelligent
Management
Data-Driven
Decision
Making
Source: Created by the authors according the report from Monika, “New Technology Comes, HR Please Be in Place! AI
Application Research Report in Recruitment Field, [in Chinese],” Moka, June 19, 2020.
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ENDNOTES
1
This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Baidu Inc. or any of its employees.
2
“About RankDex”, Rankdex, accessed June 15, 2023, http://www.rankdex.com/about.html.
3
“Intelligent Recruitment”_[in Chinese], title trans. by case authors, Baidu, accessed May 3, 2023,
https://ai.baidu.com/solution/recruitment.
4
IbisWorld, Industry Report—Global HR and Recruitment Services, accessed June 14, 2023.
5
“2020 Global Talent Trends Report—The Future of Work,” Mercer, accessed June 14, 2023, https://www.mercer.com/ourthinking/career/global-talent-hr-trends.html#contactForm.
6
“2018 China Talent Recruitment Trend Report” [in Chinese], title trans. by the case authors, LinkedIn, March 8, 2018,
http://business.linkedin.com/zh-cn/talent-solutions/s/sem-report-resources/2018-global-recruiting-trends.
7
João Baptista et al., “Digital Work and Organisational Transformation: Emergent Digital/Human Work Configurations in Modern
Organisations,” The Journal of Strategic Information Systems 29, no. 2, (2020): art. no. 101618,
https://doi.org/10.1016/j.jsis.2020.101618.
8
Sunghoon Kim, Ying Wang, and Corine Boon, “Sixty Years of Research on Technology and Human Resource Management:
Looking Back and Looking Forward,” Human Resource Management 60, no. 1 (2021): 229–47, https://doi.org/10.1002/hrm.22049.
9
Tong Xu et al., “Measuring the Popularity of Job Skills in Recruitment Market: A Multi-Criteria Approach,” Proceedings of the
AAAI Conference on Artificial Intelligence 32, no. 1 (2017), http://dx.doi.org/10.1609/aaai.v32i1.11847; Chen Zhu et al., “PersonJob Fit: Adapting the Right Talent for the Right Job with Joint Representation Learning,” ACM Transactions on Management
Information Systems 9, no 3 (2018): 1–17, https://doi.org/10.1145/3234465.
10
Jacob Devlin et al.,”BERT: Pre-Training of Deep Bidirectional Transformers for Language Understanding,” v. 2, May 24, 2019,
Arvix.org, http://arxiv.org/abs/1810.04805.
11
Chuan Qin et al., “An Enhanced Neural Network Approach to Person-Job Fit in Talent Recruitment,” ACM Transactions on
Information Systems, 38, no. 2 (2020): 1–33, https://doi.org/10.1145/3376927.
12
Monika, “New Technology Comes, HR Please Be in Place! AI Application Research Report in Recruitment Field, [in Chinese],”
title trans. by the case authors, Moka, June 19, 2020, http://mokahr.com.
13
Dana Pessach et al., “Employees Recruitment: A Prescriptive Analytics Approach via Machine Learning and Mathematical
Programming,” Decision Support Systems 134 (July 2020): art. no. 113290, https://doi.org/10.1016/j.dss.2020.113290.
14
“Home,” Leader Engineering, accessed May 3, 2023, https://leaderengineering.com/; Prarthana Ghosh, “Candidate Screening
and Selection Process: The Complete Guide for 2021,” Spiceworks, February 26, 2021, https://www.toolbox.com/hr/recruitmentonboarding/articles/what-is-candidate-screening-and-selection/.
15
Valery Yakubovich and Daniela Lup, “Stages of the Recruitment Process and the Referrer’s Performance Effect,” Organization
Science 17, no. 6 (2006): 677–5, https://doi.org/10.1287/orsc.1060.0214.
16
Adel Ismail Al-Alawi et al., “The Role of Artificial Intelligence in Recruitment Process Decision-Making,” in 2021 International
Conference on Decision Aid Sciences and Application (DASA), (Sakheer, Bahrain, IEEE, 2021): 197–203,
https://doi.org/10.1109/DASA53625.2021.9682320.
17
“HRSaaS, Talent Management Platform,[in Chinese]”, title trans. by the case authors, Beisen, accessed May 3, 2023,
https://appstore.italent.cn/#/detailPage?id=2000050; “iTalentX - Integrated HR SaaS and Talent Management Platform, [in
Chinese]”,
title
trans.
by
the
case
authors,
Beisen,
accessed
May
3,
2023,
https://www.beisen.com/sem/sem.html?utm_source=SEM&utm_medium=sosem&utm_term=%e5%93%81%e7%89%8c%e8%
af%8d&utm_content=%e5%93%81%e7%89%8c%e8%af%8d&utm_campaign=%e5%8c%97%e6%a3%ae.
18
“Build Digital Qualitative Recruitment Organizational Capabilities to Help Enterprises Recruit the Right People in Time [in
Chinese],” title trans. online, Beisen, accessed May 3, 2023, https://www.beisen.com/product/recruitment/.
19
“IDC and Beisen: 2022 White Paper on Digital Transformation of Human Resources [in Chinese].” title trans. online,
Vzkoo.com, October 4, 2022, https://www.vzkoo.com/document/202210047645f3cef0980339bc1de6c0.html.
20
“Google Enters the Hiring Market with the Launch of Google Hire” [in Chinese], title trans. by the case authors, Sohu.com,
accessed May 17, 2023,https://www.sohu.com/a/158559855_114885.
21
Angela Moscaritolo, “Google Hire Gets AI-Powered Recruitment Features,” PCMag, June 19, 2018,
https://www.pcmag.com/news/google-hire-gets-ai-powered-recruitment-features.
22
Ashwani Kuman Upadhyay and Komel Khandelwal, “Applying Artificial Intelligence: Implications For Recruitment,” Strategic
HR Review 17, no. 5 (2018): 255–8, https://doi.org/10.1108/SHR-07-2018-0051; Edward Tristram Albert, “AI in Talent Acquisition:
A Review of AI-Applications Used in Recruitment and Selection,” Strategic HR Review 18, no. 5 (2019): 215–21,
https://doi.org/10.1108/SHR-04-2019-0024.
23
Angela Moscaritolo, “Google Hire Joins Artificial Intelligence Recruitment Function” [in Chinese], title trans. online,
Cloud.Tencent.com, June 19, 2018 https://cloud.tencent.com/developer/news/249474.
24
“HireVue Hiring Platform: Video Interviews, Assessments, AI, and More,” HireVue, accessed May 17, 2023,
https://www.hirevue.com/.
25
“The Best Enterprise Talent Management Software,” PageUp, accessed May 17, 2023, https://www.pageuppeople.com/.
26
“Services”, HireVue, accessed May 17, 2023, https://www.hirevue.com/solutions/services.
27
“Home,” [in Chinese], Cambricon Technologies Corporation Limited, accessed May 3, 2023, https://www.cambricon.com/.
28
“Recruitment Process Automation Solutions,” [in Chinese], title trans. online, Moka, accessed May 5, 2023,
https://mokahr.com/solution/automation.
29
“Home” [in Chinese], Moka, accessed May 5, 2023, https://www.mokahr.com/.
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Institute - Gurgaon from Dec 2024 to Mar 2025.
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This document is authorized for use only in Prof. Sangeeta Shah Bharadwaj and Prof. Jyotsna Bhatnagar's Human Resource Information Systems / PGDMHRM at Management Development
Institute - Gurgaon from Dec 2024 to Mar 2025.