Artificial intelligence in the functioning of HR processes: Experience of Poland and Ukraine
Artificial intelligence in the functioning of HR processes: Experience of Poland and Ukraine

Summary/Abstract: The article examines the role of artificial intelligence (AI) and generative artificial intelligence (GenAI) in Human Resource Management, with a focus on the comparative experiences of Poland and Ukraine. While traditional AI in HRM focuses on predictive analytics and automation, GenAI introduces novel capabilities for content creation and personalised communication. Theoretically grounded in the Technology Acceptance Model (TAM), the study investigates adoption levels, perceived advantages, and systemic risks. The research employs an exploratory methodology based on a quantitative survey of HR specialists (n = 90). The findings indicate that while the total sample comprises 90 professionals, specific adoption patterns were analysed among those already implementing AI tools (n = 32 in Poland; n = 19 in Ukraine). The study reviews key literature sources and presents the results of a quantitative survey of human resource management specialists. According to the results, Poland has advantages in terms of stronger institutional capacity, clarity of the regulatory framework, and economic stability. However, its approach to implementing AI in HRM remains cautious. Despite infrastructure and regulatory constraints, Ukraine has demonstrated a higher level of experimental implementation, primarily in automating operational activities and creating recruitment-related content. Both Ukrainian and Polish HR professionals share a similar view on the benefits of applying AI, including improved HR management efficiency, more accurate recruitment processes, better onboarding results for new employees, and the ability to make data-driven decisions that lead to better strategic outcomes. The most significant risks identified included personal data privacy concerns, management bias, over-reliance on technology, and organisational resistance to change. The study concludes by emphasising the necessity of ethical frameworks and targeted digital literacy programs to support sustainable AI-driven HRM solutions.

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