Developing a Competency Model for Human Resource Directors (HRDs) in Exponential Organizations Undergoing Digital Transformation

Xuming Zhang, Ping Wang and Ling Peng ()
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Xuming Zhang: School of Management, Guangdong University of Science and Technology, Dongguan 523083, China
Ping Wang: School of Management, Guangdong University of Science and Technology, Dongguan 523083, China
Ling Peng: School of Management, Guangdong University of Science and Technology, Dongguan 523083, China

Sustainability, 2024, vol. 16, issue 23, 1-17

Abstract: The rapid digitalization of organizations has positioned the digital transformation of Human Resources (HR) as a critical trend for the future. In particular, exponential organizations—characterized by their ability to leverage digital technology to achieve disproportionately large impacts relative to their size—require a fundamental shift in the role and competencies of HR professionals. This study focuses on the competencies required of Human Resource Directors (HRDs) within these highly adaptive and scalable organizations, using Shandong Province as a case sample. Grounded in the Resource-Based View (RBV), which emphasizes that a firm’s internal resources are essential for sustaining competitive advantage, we argue that HRDs competencies are critical resources for organizations undergoing digital transformation. Through the application of methods such as questionnaire surveys, structural equation modeling, and t-tests, we identified and validated 11 key competency indicators for HRDs in the context of digital transformation. These indicators are grouped into four dimensions based on Dave Ulrich’s framework: Strategic Partner, Change Agent, Administrative Expert, and Employee Champion. Our research organizes these 11 competencies within the four dimensions, providing a structured framework for evaluating the evolving role of HRDs in the digital era. These 11 competencies offer organizations valuable insights, particularly in organizational development, talent acquisition and deployment, employee training and upskilling, and performance evaluation, contributing to a more comprehensive understanding of the competencies needed for HR leadership in the digital age.

Keywords: digital transformation; Human Resource Directors (HRDs); competency model (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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