Management of the Personnel and Intellectual Resources in Russia Management of the Personnel and Intellectual Resources in Russia Управление персоналом и интеллектуальными ресурсами в России 2305-7807 101033 10.12737/2305-7807-2025-14-2-11-17 Тема номера Issue subject Тема номера ARTIFICIAL INTELLIGENCE TECHNOLOGIES IN HUMAN RESOURCES MANAGEMENT SYSTEMS: PROBLEMS AND AMBIGUOUS CONSEQUENCES OF IMPLEMENTATION ТЕХНОЛОГИИ ИСКУССТВЕННОГО ИНТЕЛЛЕКТА В СИСТЕМАХ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ: ПРОБЛЕМЫ И НЕОДНОЗНАЧНЫЕ ПОСЛЕДСТВИЯ ВНЕДРЕНИЯ https://orcid.org/0000-0002-1275-1309 Коновалова В. Г. Konovalova Valeriya Germanovna. vg_konovalova@guu.ru

кандидат экономических наук;

candidate of economic sciences;

 Государственный университет управления State University of Management 07 07 2025 07 07 2025 14 2 11 17 20 03 2025 21 03 2025 https://naukaru.ru/en/nauka/article/101033/view

Статья посвящена исследованию проблем и ограничений, на которые необходимо обратить внимание при внедрении технологий искусственного интеллекта (ИИ) в системы управления человеческими ресурсами. Представлены возможности применения различных видов ИИ в управлении человеческими ресурсами (генеративный и разговорный ИИ, глубокое обучение, автоматизация). На обобщения результатов национальных и глобальных исследований выделены ключевые проблемы, возникающие при расширении практики внедрения технологий ИИ в исследуемой области, в частности, трудности определения правильного баланса автоматизации, недоверие сотрудников к технологиям ИИ и трудности с получением новых данных, необходимость значительной адаптации навыков сотрудников для обеспечения взаимодополняемости с ИИ, необходимость корректировки организационной культуры, системы контроля и устранения негативного влияния ИИ на психическое здоровье, риск дегуманизация работы и возникновение конфликтов между людьми и ИИ. Показано, что в условиях, когда от экспериментов с технологиями ИИ компании переходят к их внедрению в основные рабочие, отсутствие продуманных моделей внедрения и недостаточное внимание к указанным проблемам приводят как к неудачам цифровой трансформации, так и к появлению новых факторов стресса и усиления риска эмоционального выгорания, особенно для работников, которые адаптируются к инструментам ИИ ускоренными темпами.

The article is devoted to the study of the problems and limitations that need to be paid attention to when implementing artificial intelligence (AI) technologies in human resource management systems. The possibilities of using various types of AI in human resource management (generative and conversational AI, deep learning, automation) are presented. The results of national and global studies are summarized and the key problems that arise when expanding the practice of implementing AI technologies in the studied area are highlighted, in particular: difficulties in determining the right balance of automation, employee distrust of AI technologies and difficulties in obtaining new data, the need for significant adaptation of employee skills to ensure complementarity with AI, the need to adjust the organizational culture, control systems and eliminate the negative impact of AI on mental health, the risk of dehumanization of work and the emergence of conflicts between people and AI. It has been shown that as companies move from experimenting with AI technologies to implementing them into core work, the lack of well-thought-out implementation models and insufficient attention to these issues leads to both digital transformation failures and the emergence of new stressors and increased risk of emotional burnout, especially for workers who adapt to AI tools at an accelerated pace.

 искусственный интеллект цифровая трансформация адаптация навыков дегуманизация эмоциональное выгорание artificial intelligence digital transformation acquisition of new skills dehumanization emotional burnout

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