Abstract:
The rapid integration of Artificial Intelligence (AI) into Human Resource
Development (HRD) is reshaping traditional HRD functions, especially within the
ICT industry. AI improves strategic decision-making, efficiency, and personalization
in HRD functions, allowing firms to support employee growth through data-driven
HRD programs. Thus, this study is driven by the increasing necessity for enterprises
to update HRD procedures through AI technology to improve workforce
development, adaptability, and competitive advantage in a swiftly changing digital
environment. The researchers aimed to explore the application of AI in HRD
practices in Sri Lanka. A qualitative research approach was employed, utilizing indepth
interviews with fifteen HR professionals. The research examined AI-driven
advancements in three main HRD functions through six themes: training and
development (personalized learning, AI-driven training process), performance
management (AI-based performance appraisal, personalized development plans),
and career development (AI mentors and virtual coaching, succession planning and
leadership development), identifying both opportunities and barriers to
implementation. Through the thematic analysis, findings indicated that the
application of AI in HRD practices offers significant benefits in terms of operational
efficiency, data-driven decision-making, and personalization of learning and career
pathways. In contrast, intelligent learning platforms provide specialized employee
training experiences. Similarly, AI-facilitated performance appraisal systems
support organizations to move towards fairer and more accurate evaluations.
Younger employees are more likely to adapt to AI mentoring programs and skill
development advice, while AI helps identify skill gaps in leaders and suggests
training programs. Nevertheless, the study also uncovered substantial challenges
that impair effective AI integration in HRD. These include limited AI literacy among
HRD practitioners, organizational resistance to change, inadequate digital
infrastructure, and ethical AI usage. Such challenges reflect broader structural and
cultural barriers that must be addressed to realize the full potential of AI in Human
Resource Development. To navigate these barriers, the study proposed a multidimensional
strategy that includes the development of a structured AI adoption
framework adapted to the Sri Lankan ICT sector.
