Artificial Intelligence Technologies in Human Resource Management: Social Experience of Implementation and Use

The article discusses the social issues of implementing and using artificial intelligence technologies in human resource management of organizations and enterprises. It addresses experts' expectations and the potential for the adoption of artificial intelligence, as well as the barriers to the implementation of advanced AI functions, which include both technical problems and social ones (the need for a change in corporate culture). The theoretical and methodological foundations of the research are based on a sociological approach that views technologies not as neutral tools but as social artifacts embedded in existing social structures, cultural norms, and organizational practices. The aim of this research is to identify and classify the social problems of implementing and using AI in HR, as well as to assess the current state and prospects of using artificial intelligence technologies in personnel management in companies in the Tyumen region. A fragment of the results of an expert survey of HR specialists and heads of HR departments of companies of various sizes and industry affiliations, conducted in 2024 and 2025 in the Tyumen region, is presented. The analysis revealed that the existing mechanisms of both self-regulation (corporate policies, professional codes) and institutional regulation (legislation) are underdeveloped, fragmentary, and often reactive. They fail to keep pace with the dynamics of technological changes and do not always adequately consider the specifics of the social experiences of various actors involved in digital HR practices. Four main clusters of social problems are identified: algorithmic bias and the reproduction of social inequality; dehumanization of HR processes and erosion of the organization's social capital; violation of privacy and the creation of a "digital copy"; transformation of the HR manager profession and the problem of distributed responsibility. Based on the analysis of the use of AI technologies in personnel management of organizations in the Tyumen region and the study of theoretical concepts of self-regulation and institutional regulation, an integrative model of "Balanced Institutionalization of AI in HR" is proposed. The principles of the model include: the principle of contextual embeddedness and human sovereignty; the principle of algorithmic transparency and accountability; the principle of preventive assessment of social risks; and the principle of pluralistic regulation.

technologies, human resources management, corporate culture, social experience, self-regulation, institutional regulation, digital transformation of organizations, artificial intelligence, model, HR specialists