Digital Integration a Competency for Human Resource Professionals in Industrial Revolution 4.0 (original) (raw)

Digital Transformation in Human Resource Management in the Industrial Age 4.0

Quantitative Economics and Management Studies, 2022

The global world has entered the era of industrial revolution 4.0, which demands the speed of production flexibility and increased service to consumers. The age of the industrial revolution 4.0 has transformed various sectors into more practical and complex ones through the use of automated and digitized technology. This research aims to discover digital transformation in improving human resource management that is superior, creative, and innovative in the corporate sector. This research method uses a qualitative approach, with the type of literature review research. The data sources used are secondary data sources by reviewing journal articles and secondary data from books to support this research, all of which are by the research objectives. The results show that digital transformation will result in intense competition and compete with each other in facing the demands of industrial revolution 4.0. Therefore, the abilities and skills will result in superior performance and HR achievement

Human Resources Development Era Digital Business

Terbuka Journal of Economics and Business

The purpose of this study is to describe the implementation of human resource management development in the digital era. This type of research is a descriptive qualitative literature study. There are several Human Resource Development Strategies in the Digital Business Age including: 1) The need for talented HR with hard skills and soft skills, 2) Providing Opportunities to Channel Ideas, 3) Appreciation and Awards. 4) Mastery of Digital Technology. 5) Excellent Service. The novelty of the strategy described in human resource development because of the results of the analysis, field conditions, problems and literature searches needed in the digital era

Human Resource Managers' Role in the Digital Era

SPOUDAI Journal of Economics and Business, 2019

In any one organization, in Business, Service, Industry or State, Human Resource Management (HRM) is perceived as a set of activities that creates value to both the organization itself in terms of bottom line results and to employees, in terms of well-being and employment/contract terms. Organizations, to a more or lesser extent, have adopted Digital technologies and as a result HR activities are affected, in terms of speed, accuracy, quality, cost innovation, flexibility. The aims of this theoretical study are to highlight HRM in the era of digitalization, emphasize the roles of HR managers in contemporary organizations and discuss the impact of technological changes on HR practices. In order to achieve our aims, we adopt a conceptual approach. Our results summarize the contemporary HRM definitions, discuss the impact of digital technologies in certain HR areas and emphasize the new digital role of human resource manager (d-HRM).

Features of the Application of Digital Technologies for Human Resources Management of an Engineering Enterprise

Ingénierie des systèmes d information

The main purpose of our study is to form a demonstration model of the main processes for introducing digital technologies into the human resources management system for engineering enterprises. Digital transformations are associated with management changes, which are based on the technologies of the Internet of Things, artificial intelligence, blockchain, machine learning, Industry 4.0, Big Data in all spheres of public life. Investing in human capital has always been considered a productive investment. The digital economy has increased the urgency of increasing labor productivity through the transformation of human governance mechanisms. The main and key processes of the introduction of digital technologies in the human resources management system of the engineering enterprise were considered. The digitalization of society has radically changed people's lives and opened up new opportunities in the field of human resources management. The digital transformation of the human reso...

HR: DIGITAL TRANSFORMATION 2020

This paper will study the concept of digital transformation in Human resources management and how different technologies are serving different HR functions and its employees. The study is descriptive in nature and secondary data has been used like company reports, web sources, expert blogs and research papers. The study has investigated the concept of "SMACI" the practice of Artificial Intelligence (AI), HR Chatbots, Machine Learning, Robot process automation (RPA) in formulating the basic functions of human resource management (recruitment, screening, interviewing, Onboarding) smarter, faster and effective. The study also interposed in the literature by reconnoitring the various tools which are used by the companies for the development and expansion of HR department. The advantages of having digital transformation in Human resource management, possible barriers or challenges a company has to meet while transformation and solutions to overcome those challenges has also been explored with the examples of Indian companies and their novelty in businesses.

Digitalization of Human Resources – the transformation journey into automated and data-driven service organization

2018

29.5.2018 Author(s) Niina Ketolainen Degree programme Master's Degree Programme in Information System Management Thesis title Digitalization of Human Resourcesthe transformation journey into automated and data-driven service organization Number of pages and appendix pages 97 + 5 The nature of work and workforce are changing because of the ongoing era of digitalization. Digitalization will inevitably have an impact also on Human Resources (HR) as costeffective, efficient and high-quality digital HR services are becoming an expected value. Out of the topical global HR Trends, HR organizations need to find those that are relevant focus areas for the company in question. Hence, HR organizations are challenged to renew their operating model and their service delivery but also challenged to explore the opportunities of HR technology to reclaim its place as the key for the company in achieving sustainable competitive advantage. Thus, HR needs to improve its alignment with IT and with the business to be successful in the digital transformation journey. Digital HR Service Delivery and HR Service Management could be means to achieve the next level of professionalism and service-oriented mind-set also in HR. By means of digital HR Service Delivery, HR would be able to become automated and data-driven. The conceptual framework for this study consisted of HR, Human Resources Management (HRM), HR processes, HR policies and HR operating model, and how those are linked to HR Service Delivery and HR Service Management. Furthermore, the concept of HR Maturity and HR Service Maturity was studied in order to have understanding about the elements affecting the HR digital transformation journey. Moreover, some HR trends were studied in order to obtain understanding of the relevant topics HR is suggested to be facing in the future. This research was conducted as a case and somewhat an action research. The study was mainly deductive where the data was collected by using interviews and existing theory was applied to the study. The research sample for this study was 10, consisting of companies of different sizes, operating in different industries. All interviewees were HR Executives or HR Managers giving the research credibility. The theory was collected during fall 2017/early spring 2018 and the interviews for this study were held in February/March 2018. As an outcome, it was found that the overall stage of digitalization of HR but also the level of HR service maturity was somewhat low. It seemed that HR organizations were more focused with the HR trend areas that aim to support business strategically and structured digital HR Service Delivery and HR Service Management was not seen that important. However, when looking at the crucial elements and lessons learned when entering digitalization of HR, they support the value proposition of structured HR Service Delivery and HR Service Management. It can be debated whether HR could learn from ITthe pioneer of service managementduring their digitalization journey. This study could spin-off various future researches such as design and implementation of integrated HR Service Delivery and HR Service Management into case organization.

The Requirements for Knowledge and Skills of Managers in ICT Modified Fourth Industrial Revolution

Ekonomický časopis

Digitalisation and new technologies transform current world into digital one and thus leading towards changes of customer behaviour, business models, innovations, methods of operation, as well as new generation of people, so called "Digital Natives". Management of human resources should create conditions for application of Industry 4.0 principles into practice in advance, based on analysis of digitalisation impact on their own business and its strategy, adapt processes of human resource planning. In order to acquire employees with digital qualification and thinking, it will be necessary to alter their recruitment, especially with orientation on social media and mobile variations of traditional recruitment channels. This scientific article points out a change in human capital competence impacted by the fourth Industrial revolution. This scientific article eventuates into proposal of requests for skills and knowledge of managers on different levels of management determined by fourth industrial revolution.

The Relationship between Human Capital Readiness in the Era 4.0 and Digital Culture towards Employee Performance: A Case Study of Unit X in PT Telekomunikasi Indonesia

Zenodo (CERN European Organization for Nuclear Research), 2023

The present Industrial Revolution 4.0 will impact many aspects of human functioning. Companies in the sector must develop staff industry 4.0 knowledge and proficiency. Knowledge, abilities, and values found in human capital can be exploited to gain a competitive advantage. Strengthening digital culture is one of the elements that is thought to promote Telkom Group's digital transformation, which is now taking place as it transitions from a telecom firm to a digital telco. The company's corporate culture has an impact on how well its personnel perform. Performance among employees can be raised through a flexible and supportive business culture. SPSS 26 was used to process the quantitative research approach used in this study. The outcomes have a favorable and considerable impact on staff productivity and human capital preparation in the 4.0 era.

A study on Digital Human Resource Management and its role in enhancing organizational performance

Isara solutions, 2023

Digital HRM is digital advancement in the sphere of Human Resource management. The operational process of DHRM will ensue through smart phones, e-media, social media, through the Internet, and will also be facilitated through information technology. All these will make HRM more noteworthy in the current state of affairs. Digital HRM is competent of doing work via software, through several applications, and with the internet rooted in it. Digital HRM will lend a hand to organizations through the utilization of Social, Mobile, Analytics, and Cloud technology, to guarantee that hypothesis and outlook within the business deliver the right performance. Digitalization in HRM will make it more proficient and pertinent in coming years. In the absence of digital transformation, HRM will be creeping and will not be able to match the demands of the organization universally. This research paper tries to emphasize the role of digital HRM to boost the working of the organization. The study is based on secondary data. The result of the research would be significant for a business association to put into practice digital HRM and also for enhancing organizational performance.