The Digitalization of Human Resource Management: Present and Future

Abstract

Information technologies are rapidly transforming the field of human resource management in organizations. The digital transformation of human resource management has become specifically important in the context of the COVID-19 pandemic, which has significantly accelerated the pace of digitalization of HR processes. Companies that are able to quickly take advantage of the opportunities of the implemented digital HRM technologies are in a better position than those in which digitalization was paid less attention. At the same time, the factors and consequences of digitalization of human resource management, as well as its relationship with various characteristics of firms, remain unclear today. This article provides an attempt to shed light on the key components of HRM digitalization analyzed against significant characteristics of organizations (size, personnel structure, staff turnover, performance) using personal data of 449 small, medium and large businesses operating in the Russian market. The collected data indicate the presence of two key components of digitalization: quantitative (reach or breadth) and qualitative (effectiveness of digital practices). We found that the combination of wide reach and high efficiency has not always been a sign of more successful and functional companies.

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

“…On the one hand, digital HRM technologies refer to technologies such as social, mobile, analytics, cloud (SMAC), robotic process automation, blockchain, gamification, artificial intelligence, virtual reality and machine learning adopted in digital HRM practices (Thite, 2019). On the other hand, digital HRM practices refer to HRM functions such as digital recruitment and digital selection that are adopted by applying digital HRM technologies (Barman & Das, 2019;Zavyalova et al, 2022). In addition, digital HRM refers the use of digital HRM technologies in the overall management of talent or HR within an organisation (Barman & Das, 2019;Strohmeier, 2020;Thite, 2019;Zavyalova et al, 2022).…”

“…On the other hand, digital HRM practices refer to HRM functions such as digital recruitment and digital selection that are adopted by applying digital HRM technologies (Barman & Das, 2019;Zavyalova et al, 2022). In addition, digital HRM refers the use of digital HRM technologies in the overall management of talent or HR within an organisation (Barman & Das, 2019;Strohmeier, 2020;Thite, 2019;Zavyalova et al, 2022). As the focus of this research is on challenges affecting the adoption of digital HRM practices, the term adoption is used interchangeably with the term implementation, whereas the term HRM digitalisation is used interchangeably with the terms digital HRM or digital HRM practices.…”

“…As such, small businesses struggle to invest in digital HRM (Muhammad, 2018). Financial resources are required for technology, combat the risk of hackers and train HRM practitioners and employees (Brahma, 2020;Zavyalova et al, 2022). Similarly, bureaucratic structures as opposed to centralised organisational structures discourage the adoption of digital HRM.…”

“…However, there is a lack of empirical studies on the challenges that may impede the adoption of digital HRM practices in the South African workplace (SABPP, 2019). Most studies (although limited) in this domain had been conducted in European countries and developed nations, such as the United States of America, China, Russia and Germany (Bengtsson & Bloom, 2017;Bondarouk et al, 2016;Zavyalova et al, 2022). Identifying and effectively managing challenges that influence the adoption of digital HRM practices are imperative to enhance HRM digitalisation across the entire HR value chain and ensure return on investment in HRM technology.…”

Factors Hindering and Contributing to the Development of the Digital Educational Environment

“…зовательной организации к инновациям через конструирование соответствующего индекса как элемента модели цифрового образовательного пространства школы, необходим анализ восприятия инноваций посредством выявления факторов отношения к ним[Cметанников, 2022].Образовательные организации, способные быстро воспользоваться современными цифровыми технологиями, получают преимущество в сравнении с теми, которые не уделяли цифровизации достаточного внимания[Zavyalova et al, 2022], о чем в значительной степени говорят итоги дистанционного обучения в школах в период пандемии.Учебным заведениям всех уровней следует усилить акценты на формировании универсальных навыков и адаптировать образовательные программы с учетом быстрого обновления производственных технологий и меняющихся требований к компетенциям[Walter, Lee, 2022].На начальном этапе моделирования цифрового пространства специалисты предлагают классифицировать средства ИКТ, формировать и описывать дидактические задачи, решаемые с использованием ИКТ, выявлять преимущества ИКТ в обучении с учетом индивидуального подхода[Гончар, 2021].Специалисты отмечают, что платформенные решения формирования цифрового пространства направлены на совершенствование управления информационными технологиями (ИТ) в организациях[Pereira et al., 2021]. Однако сложности с реализацией и дублирование функционала затрудняют их применение в образовательной организации.…”