Digital Competencies for Human Resource Management Professionals in a Digital Transformational Era: A Systematic Literature Review

Abstract

The function of Human Resource Management (HRM) within a business is to attract, retain and develop talent and manage people engagement. Over time the role of HRM has also shifted from a talent management role to a strategic business partner role thus broadening the scope of HRM. In the 21st century, the rise in digitalisation has meant that HRM professionals have had to acquire digital competencies to effectively perform their roles as HRM functions have shifted to online platforms. Research to understand the digital skills, knowledge and ability HRM professionals need in the 21st century have been conducted in recent years. Despite this research there is still a gap in the delivery of HRM graduates with appropriate digital competencies. The lack of digital skills has been linked to the slow adoption of digital HRM technology by HRM practitioners. In light of this, this systematic review examines both academic literature and the HRM framework perspectives to identify the digital competencies essential for HRM professionals today. The research question proposed is: What digital competencies are identified as important for HRM professionals according to the academic and practice literature? The introduction section of this dissertation describes the current context of HRM, outlines the research question and the contribution to academic literature.

A systematic literature review technique was used to integrate the academic literature and the HRM competency frameworks on digital competencies between 2019-2024. In addition, competency frameworks from four HRM professional institutions- New Zealand, Australia, Singapore, and the United Kingdom are included in this study. Following the search and selection process, 18 academic articles were located. The articles provide insight regarding the competencies, skills, knowledge, and abilities and digital competencies of each HRM function.

A summary of the academic articles and the HRM institutions frameworks is provided, focussing on key parameters such as the digital competencies knowledge, abilities and skills and the HR function/s. An integration of the information from the academic journal articles and the HRM frameworks is presented to provide a comprehensive understanding of the HR functions: recruitment and selection, learning and development, talent and performance management and HRM analytics with a summary of the digital competencies for each function. A critical review of the academic literature and HRM frameworks outlining the differences and similarities is provided. Future research directions are discussed along with practical recommendations and strategic implications for HRM. Finally, recommendations for HR practitioners, HRM training providers, and professional HRM institutions are provided.