The Creative Hub: HR Strategic Function in The Digital Age

Abstract

The function of managing human resources in organizations has evolved. The adaptability of the human resource management function in the organization is important, so that it is agile in responding to the demands of the times and able to contribute strategically to the performance and competitive advantage of the organization in a sustainable manner. In the digital age, technology-based HR transformation is needed to meet the needs of that era. To carry out technology-based HR transformation, the transformation of competency mastery of HR professionals is needed. Various theoretical studies and existing empirical research have not revealed clearly what kind of role is important to be carried out by the organization's human resources function in the digital age. Therefore, this research was conducted to answer these problems with the literature study method. It is expected that the results of the study can make practical and theoretical contributions to enrich the field of human resource management studies, especially related to the role of the organization's human resource management functions that are appropriate in the digital age.

The Perceived Applicability of Coaching Skills among Human Resource Business Partners of South African State-Owned Entities

“…Business acumen creates an understanding of the business, including internal and external drivers, influencing the organisation's direction (Fahim, 2018). Junita (2021) has proposed that business acumen, as a skill, allows HRBPs to engage with managers, with the organisational mandate being the most important. Sun (2019) argues that credibility in the HRBP and senior manager engagement is built by the HRBP's ability to illustrate an in-depth understanding of how the business units operate, particularly in a JMER, 2022, 03(2), 106─120…”

Revealing the Moderating Role of Organizational Support in HR Professionals’ Competencies, Willingness, and Effectiveness Relationship: Empirical Evidence From a Developing Economy

“…While exploring the psychological frames of HR professionals, Labedz and Lee (2011) found that these professionals do not have a strategic outlook yet have shown people-oriented behaviors. Ulrich et al (2008) (Junita, 2021). Moreover, HR professionals have to take responsibility for the process of developing strategy regularly.…”

“…Culture and change have been acknowledged as an influential factor in examining the performance of an organization ( Wilkins and Ouchi, 1983 ; Jones et al, 2005 ). According to Dhanpat et al (2020) and Junita (2021) , the change agent is one who embraces change in the organization, responds actively to the change, and lets people know how to deal with the change. Ulrich et al (2008) argue that culture has been an essential feature in HR competency studies since 1997.…”

“…A Strategy Architect knows the art of changing negative to positive and how to formulate strategy or use strategic tools to keep progress. Leaders and HR professionals contribute significantly to strategy by integrating internal stakeholder and external stakeholder expectations ( Junita, 2021 ).…”

Increasing digital-based human resources competencies for profitable and sustainable MSME managers

“…One of the authoritative assets that play a significant part in accomplishing objectives is Human Resources, the quickly changing business climate requests the job of HR's upper hand (Junita, 2021). HR is the way to confront the time of the advanced economy.…”