Analysis of the impact of human resources employees’ perceptions on the process of digital transformation

Digital transformation requires significant changes for companies, starting from strategies, working procedures, and employment practices (Aubert-Tarby et al., 2018; Yeow et al., 2018; Blanka et al., 2022). To compete, companies must adopt and train people on suitable digital technology. The research recognizes the relevance of human capital in digitalization (Blanka et al., 2022) since employees can use new technology effectively with digital knowledge and practices. Failure to alter firm plans and integrate staff into digital skills learning risks dying in a few years (Arntz et al., 2020).

Human resources management helps find and retain digitally skilled individuals (majority are Y and Z generations). Human resources management must adapt and/or utilise technology to meet the company’s long-term goals to recruit the most skilled Y and Z generations (Sivathanu and Pillai, 2018). Internally, human resources workers must learn digital skills (Lissitsa et al., 2017; Mazurchenko and Maršíková, 2019) to identify “digital talents” within the organisation or department (Gilch and Sieweke, 2021). In addition to recognising digital talents within the organisation, the strategy should try to attract new digital specialists, and HR must be able to evaluate prospects. HR professionals must learn strategic alliances, change, and technology management in addition to administrative skills (Ulrich et al., 1995).

Many publications have examined how digital transformation is changing human resource management using the Unified Theory of Acceptance and Use of Technology (UTAUT). Several academic researchers, such as Yusoff et al. (2010), Erdoğmuş and Esen (2011), Giri et al. (2019), and Anjum and Islam (2020), have utilized UTAUT to study digital transformation in HRM. According to this research, the UTAUT model is useful for comprehending how HR departments adopt new technology. The UTAUT concept goes beyond HR management, say researchers. For a complete picture of digital change, Hewavitharana et al. (2021) and Jayawardena et al. (2022) used UTAUT to study digital transformation projects across industries, demonstrating this trend. This wider application shows how adaptable the UTAUT model is to capture the many ways modern businesspeople use technology. Performance Expectancy (PE) and Facilitating Conditions (FC) from the UTAUT model are combined to give human resources professionals a new perspective on digital transformation. The approach uses past research to understand employee perceptions of workplace digital change. The digital revolution changes HR staff' attitudes on technology and business processes, which are vital to running the company and encouraging long-term success.

Recognizing the huge effect that the digital revolution has on HRM and organizational function, this study broadens the digital HR research field by examining HR practitioners' perspectives. It also lays the groundwork for future research on how technology adoption, company culture, and human resource management methods interact in complicated ways. The aim of this study is to investigate the ways in which employees' opinions about (1) DT in general, (2) the efforts of the organization of DT and (3) those activities of DT that are unique in their field of activity influence (4) their expectations of DT. Implementations of technology solutions in IT HR departments are rare. These solutions are also used differently by different human resources processes. Our case study benefits from the analyzed corporation’s several locations, worldwide HR divisions, and diverse organizational environments.

This research proposes a model based on the UTAUT model because the above evidence is lacking. In the suggested model, employees' perceptions, organisational efforts, and HR department expectations of DT are examined. This study examines how HR influences employees' DT expectations. Our investigation began with this research question:

A complete analysis of semi-structured interviews with ten IT business HR employees on digital transformation in HR was undertaken to address research questions. HRM and digital transformation strategy literature is reviewed next. Following that, we outline our analysis’s research question. This study analyses and interprets research results after presenting the design, methods, and findings. The essay concludes with study implications and research and practice suggestions.

New digital technologies have led to a change of strategy for many companies. To remain competitive, organizations are forced to increase the rate of adoption and implementation of the best technologies (Schwertner, 2017).

For firms to successfully pursue digital transformation, they will need to make major adjustments (Aubert-Tarby et al., 2018; Yeow et al., 2018; Blanka et al., 2022). First, create a comprehensive corporate plan, then improve working procedures and employment policies. Maintaining a competitive advantage requires adopting digital technology that meets the organization’s demands and training personnel to use evolving technologies. Because adopting digital technology that meets the organization’s needs is not enough. Human capital is crucial to digitization, according to scholarly research (Blanka et al., 2022). Employees have the digital knowledge and abilities to use these developing technologies (Colbert et al., 2016).

The term “Digital Transformation” is used to refer to several different concepts, including process automation, strategic business changes, and efficiency improvements, which need to be clearly defined and differentiated (Schwertner, 2017; Fischer et al., 2020; Hanelt et al., 2021). The use of digital technologies and data by an organization to create new business models, intelligent processes, and services is seen as an integral aspect of digital transformation (Ismail et al., 2017; Schwertner, 2017; Verina and Titko, 2019). This is possible with digital technology and data. Digital transformation includes creating new business models, intelligent procedures, and integrating digital technologies and data into organizational services (Schwertner, 2017; Verina and Titko, 2019).

Companies and markets compete differently due to rapid digital technology development. These companies have had to rethink their strategy and operations to stay competitive in the shifting business climate (Vial, 2019; Gong and Ribiere, 2021). Multiple factors prompted this rapid transformation. Consumer expectations for faster, more personalized, and more accessible experiences have spurred technology development and adoption in the digital age (Warner and Wäger, 2019). However, increased competition has put pressure on organizations to adapt and evolve, with those that have failed to do so being overtaken by competing companies with employees who have digital skills (Hitt et al., 1998; Warner and Wäger, 2019). However, growing competition has forced organizations to adapt and evolve, with those that haven’t being replaced by digitally trained workers. Data improves product and service development and decision-making. Digital transformation can solve these issues. This demands cultural and process change, not simply digital technology (Vial, 2019; Warner and Wäger, 2019). Digital transformation boosts performance and competitiveness (Chen et al., 2021). This process includes creating creative digital business models, streamlining processes to save money, and providing personalized services based on data and technology (Teece, 2010; Parida et al., 2019; Warner and Wäger, 2019). Finally, digital transformation is essential for to survive and thrive in the dynamic world of business. This is necessary to meet the increasingly complex demands of consumers, to compete and to take advantage of digital technologies (Westerman et al., 2014; Ghosh et al., 2022).

The way corporations can provide human resources services has changed because of the development of technology (Ruël et al., 2004). With the advent of the Internet and technology, a notable change has taken place in many organizations known as e-HRM (electronic human resource management), according to research by Ruël et al. (2004), Strohmeier (2007) and Bondarouk and Ruël (2009). E-HRM represents a beneficial integration of IT content and tools into traditional human resources management (Marler and Fisher, 2013; Marler and Parry, 2016). Through e-HRM, collaboration in human resources tasks by at least two individual or collective actors is facilitated and involves the design, implementation, and use of IT (Bondarouk and Ruël, 2009; Ruël et al., 2004; Emma and Strohmeier, 2014). In addition, e-HRM can be described as administrative support of the human resources function in organizations through Internet technology (Voermans and Van Veldhoven, 2007) or as a way of implementing human resources management strategies, policies, and practices in organisations, using web-based channels (Bondarouk and Ruël, 2009; Bondarouk et al., 2017; Armstrong and Taylor, 2023). An organization that develops an e-HRM ecosystem hopes to improve HR strategic orientation, reduce expenses, or increase efficiency (Ruel et al., 2007; Marler and Parry, 2016; L’Écuyer and Raymond, 2023). Thus, there is an active involvement of the human resources department in the use of information technology to provide information more quickly, efficiently, and appropriately for the achievement of strategic objectives (Ruël et al., 2004; Ruel et al., 2007; Marler and Parry, 2016).

Lack of investment in training to support digital human resources (HR) skills can have a significant negative impact on the organization (Mariz-Pérez et al., 2012; Mazurchenko and Maršíková, 2019). In the digital age, technology is vital for HR functions such as recruiting, selection, staff management, and organisational growth (Ruël et al., 2004). HR personnel lack digital skills, limiting their effectiveness and ability to satisfy organisational needs. Investment in digital training improves operational efficiency and streamlines HR processes through automation and data analysis (Strohmeier, 2007; Bondarouk and Ruël, 2009). The correct digital skills help recruit and retain talent, increasing employee experience. The HR personnel must train to stay up with technological progress (Mariz-Pérez et al., 2012; Jehanzeb and Bashir, 2013; Tyson, 2014; Gilch and Sieweke, 2021). Digital HR skills make companies more competitive and ready to face digital challenges, maximising growth potential (Sousa and Rocha, 2019; Verina and Titko, 2019). Investments in digital HR skills improve organisational effectiveness and are vital in the digital age (Ismail et al., 2017; Verina and Titko, 2019; Nicolás-Agustín et al., 2022; Zhang and Chen, 2023).

Human resources management digitization streamlines and modernizes businesses, giving them an edge. Mazurchenko and Maršíková (2019) state that HR professionals need distinct skills to adapt to this shift. A digitized workplace requires new digital skills, such as process automation, data security, and technology use (Mazurchenko and Maršíková, 2019). Successful companies must adapt to the ever-changing digital world (Strohmeier, 2007; Ismail et al., 2017; Mazurchenko and Maršíková, 2019), and the new techniques are replacing old ones (Porter, 2008; Becker and Schmid, 2020). According to the World Economic Forum, a lot of people working today do things that didn’t exist ten or even six months ago. 65% of primary school students are going to choose new occupations (Liboni et al., 2019).

In an increasingly digitized and dynamic world, employees’ expectations regarding digital transformation are diverse and fundamental to the evolution of companies (Hanelt et al., 2021). First, this change brings with it a significant increase in productivity and efficiency (Zhai et al., 2022). Employees aspire to smoother workflows and automated repetitive tasks, allowing them to focus their efforts on the strategic aspects of their work (Vrontis et al., 2022).

Secondly, flexibility in the workplace is becoming an increasingly pressing requirement on the part of employees. Digital transformation is seen as a catalyst for adopting more flexible ways of working, including the ability to work remotely (Davidescu et al., 2020).

Thirdly, as technology advances, DT is expected to open wide doors to new ways of streamlining processes within R&D. Employees want access to up-to-date training programmes and resources that enable them to develop their digital skills (Hall and Moss, 1998; Van Laar et al., 2017).

Employees expect good communication and teamwork. Improved tools are needed to remove barriers between teams and departments and speed up information and idea exchange (Shadur et al., 1999; Zajac et al., 2021). Employees desire to participate in digital transformation. They desire managerial transparency and to shape digital solutions (Kozanoglu and Abedin, 2020).

Digital transformation is driven by people and technology. Companies that listen and actively involve employees in DT are more likely to flourish in the digital future (Schwertner, 2017).

The digital revolution affects employees' emotions and attitudes differently (Schneider and Sting, 2020). Some employees regard this as a chance to grow personally and professionally (Nishii et al., 2008). They believe digital technologies could improve workplace efficiency by automating tedious tasks and facilitating professional advancement through digital skills (Vrontis et al., 2022).

However, there is also a segment of employees who reluctantly welcome the change. Resistance to digital transformation can be fuelled by fears of uncertainty, potential job losses or difficulties in adapting to new technologies (Nagy et al., 2018; Caligiuri et al., 2020). It is essential that organizations address these concerns through open and transparent communication and provide adequate training resources to support employees in the transition process (Cichosz et al., 2020).

The association of employee perceptions with digital transformation has been analysed for many years considering the paradigm of technology adoption (Trenerry et al., 2021). In this context, it is generally accepted that the use or adoption of technology is mainly influenced by employees' desire to use technology or attitude towards technology (Venkatesh et al., 2003).

Digital transformation involves adopting technology and how it transforms organizations and society. There are detailed models that explain this complex reality. Unified Theory of Technology Acceptance and Use (UTAUT) explains the complex process using employee perspectives like TAM. It examines employee perspectives to identify the main factors affecting technology acceptance and use (Venkatesh et al., 2011, 2016): (1) Performance Expectancy (PE), employees' belief that a technology will help them do their jobs and gain benefits; (2) Effort Expectancy (EE), employees' subjective perception of the effort required to use technology; (3) Social Influence (SI), social conventions and others' pressures to adopt a technology; and UTAUT lacks attitude building, unlike previous versions. This exclusion improves efficiency and prioritises essential concerns (Dwivedi et al., 2019). Numerous empirical studies have shown that the unified theory of technology acceptance and use (UTAUT) may explain technology adoption variation. The paradigm explains technology adoption and use generally (Williams et al., 2015).

The UTAUT model theory was used to start our study. From this theoretical foundation, we constructed our own model using PE and FC, two of UTAUT’s four core elements. These three structures underpin our model. We also included demographic characteristics because they affect our model and UTAUT builds. We were inspired by the UTAUT model; hence, our model is not identical to its. Comparing our model (Figure 1) to UTAUT constructs yields the following associations: Performance Expectancy (PE) is reflected in employee perceptions of digital transformation (DT); Facilitation Conditions (FC) are reflected in employees' expectations of DT in their own organisations; and employment perceptions of the organization’s DT efforts are new to the proposed model. The study revealed participants' views on HR department digitization and the digital revolution. The interviews were analysed based on employees' perceptions of digital transformation (DT), their opinions of the organization’s DT initiatives, and their expectations of DT in their own organisation. We also examined respondents' demographics, which could affect DT perception and expectations (Figure 1). Our model illustrates the way employee perception affects expectations, which is useful for HR and other departments building a digital transformation strategy.

Age, gender, education, and employment experience have two effects, as shown in Figure 1. First, these traits affect employee digital transformation views. Demographics strongly influence employee expectations of DT in an organization. Our model indicates that employees' DT expectations are shaped by their perceptions of DT and the company’s DT actions. We’ll then see if this methodology can help a company digitally transform HRM as part of its business plan.

To investigate our research topic, we shall examine the human resources department of an information technology corporation. Three factors prompted us to employ “purposive sampling” (Tongco, 2007; Campbell et al., 2020) to commence the research study: The IT company in which the research was conducted (1) possesses a multitude of digital technologies, (2) numerous human resources departments across the globe, and (3) a variety of organizational contexts. This enables us to conduct a thorough analysis of the conditions and yields a variety of answers to the queries. By virtue of its enhanced efficacy in eliciting vital information from participants regarding the subject under investigation, this methodology aligns with our research inquiries (Ames et al., 2019; Campbell et al., 2020).

Qualitative research methodology was used for this study. We used “purposive sampling,” a non-probability sampler strategy (Campbell et al., 2020). Purposive sampling helps researchers examine situations in depth and contact key people from various sectors to obtain vital insights into the research issue (Taherdoost, 2016).

This choice was based on the research objectives. For data collection, semi-structured online interviews were preferred, as they are considered to be the main method for obtaining more complex information in the context of case studies (Yin, 1994). The research sample consists of a human resources manager and employees in the human resources department. These employees come from a variety of different fields within the HR department (such as recruitment and selection, administrative, or HRBP) and engage in activities related to digital transformation. Ten people participated in the interview process (Taherdoost, 2016).

The use of semi-structured interviews ensured a level of organization in research winning the principles of interpretative research and giving participants space to express their perspectives (Walsham, 1995). This method has highlighted advantages in adaptability during interviews, allowing the researcher to explore relevant topics as they arise. It also facilitated participants to provide extensive details about their perspectives. For consistency, all interviews were conducted by the same researcher (Webb and Lambe, 2007). The data was analysed descriptively, subsequently organized, and examined for clarity. The content analysis deepened the findings, linking issues that were initially examined at the surface (Bengtsson, 2016). For an exhaustive understanding, Table 1 includes demographic characteristics. This was done to find links between these elements and the research subject. In particular, we want to explore how “demographic factors” affect HR department employees' perceptions of digitalisation efforts.

For this study, we interviewed three key research areas for the most relevant data. So, we started with an organization’s digitization review at the macro level. The company’s HR department’s view of digitalization was explored next. Third, respondents' HR process digitization expectations. The interview guide aims to engage the interviewee and offer them more freedom to respond. To improve our understanding of perspectives, we started the interview protocol by asking frequently asked questions such as their age, level of experience within the company, current position, last level of education completed and work experience in other companies (see Table 1). Therefore, I continued the interview with the following questions: “What do you mean by digital transformation, digitization, and digitization?” and “What would the modern digital organization look like from your point of view?”

We asked participants about current processes in the HR department, using the question “What are the processes you are currently involved in?”. This approach was considered effective in obtaining individual insights into the key issues discussed in the interview, focusing on each respondent’s perception of the level of digitization of HR processes. The questions asked to the interviewees were: “How do you perceive the degree of digitization of the company, but in the human resources department? “and “How much do you think the company has evolved from the perspective of digitization in recent years?”

Finally, we wanted to follow the expectations of process digitization in the HR department of the target company by asking: “What do you think can be digitized, automated in the HR department (per by adopting new platforms, using in depth existing platforms or using ERP modules)?”

Ten IT company HR workers were questioned for this study. The next sub-sections evaluate empirical data on digitization, the organization’s digitization state, the HR department’s perspective, and employees' expectations. We found the following after data analysis:

For starters, we looked at what employees think about key terms such as digital transformation, digitization, and digitization. Three levels of understanding were identified in employees' responses, highlighting the perceived benefits of work facilitation and the implementation of digital tools. First, the employees expressed the idea that these terms represent ways of simplifying (P1, P4, P5, P6, P8) and automation (P1, P2, P3, P7, P9, P10) of daily tasks using effective tools. The desire for de-bureaucratization (P1, P2, P3, P6, P9) and transition to the online environment (P10, P8, P9) for all organizational procedures was also stressed.

In another perspective, the need for a strategy in digital transformation was raised (P3, P10), emphasizing the importance of process efficiency and follow-up in an organized way. Digitization has been seen as putting in a platform of steps, virtually cancelling processes through a digital system (P8, P9).

The interviews showed that employees understand how digital transformation will affect their company and department. Digitization is thought to simplify work and provide valuable tools for daily life. A uniform platform for processes and employee comfort were also priorities in the aim to streamline operations digitally.

The respondents agreed that modern organisations need digital transformation. They underlined digital accessibility, digital work efficiency, and personalised perspectives based on respondent duties. They underlined that a digital organisation must have digital and online resources (P5, P6, P7, P9, and P10). Digitization’s benefits outweighed its challenges.

An other finding is the desire to use digital technologies to increase work productivity. Depending on their field, respondents said they would rather use a good settlement software package or digital document signing. Each P2, P6, and P10 respondents agreed that a software platform should provide a logical flow of procedures. Prioritised were process tracking and traceability.

Module and process integration was often done on one platform or tool. Data might be archived efficiently. P1, P2, P6, P9, and P10 claimed their digitization views were affected by other large corporations. Their skills and inventiveness accelerated the company’s digital shift.

Finally, respondents recognise digital transformation and want a firmwide digital strategy. This would improve HR department productivity, user comfort, and information integrity by simplifying work, streamlining processes, and organising daily operations.

Interviews with employees about the company’s digital transformation (DT) show both the good and bad things about it. Competent, tech-savvy employees push for the company to go digital. The activities are meant to meet standards and improve performance compared to the German subsidiary. Some workers think that the company’s progress in digitization shows how dedicated and creative it is, which is good for its image (P10). Staff say that the candidate’s digital knowledge (P7, P8, P9) and ability to cut down on red tape (P6) make the company look better. Still, some workers don’t like what the company is doing. People who want more may think that digitalization is moving too slowly (P1, P4, P5).

If the German branch is a hard-to-reach goal, the group’s work may not seem like it can be done. (P1, P4, P5). Digitization can also change how people think. If the group doesn’t grow, people may think it’s failing.

Pandemics are seen as stress or unforeseen events, which can delay the organization’s digital transition. Due to their diverse experiences and attitudes, employees have complex and varied viewpoints on the company’s digital transformation.

Employee expectations of digital transformation in HR have been analysed to create a framework. Timekeeping, month closures, and project activity reporting (P3, P4, P6, P10) are among the processes employees desire to digitise and automate. These modifications would reduce Excel manual errors and save time. Digital transformation could improve process efficiency and platform integration, according to employees. Another big expectation is an integrated HR platform (P4, P5, P7, P8, P9). Employees want one platform for hiring, benefits, scoring, training, onboarding, etc. This would simplify and unify instruments, producing a cohesive experience.

A platform synchronisation across the firm group (P1, P2, P3, P8, P10) is needed to integrate changes smoothly and remove software tool inconsistencies between countries. Employees want process integration to simplify tool workflow.

Personnel must comprehend the long-term benefits of digital transformation (P1, P4, P7, P9) and its challenges, such as costs (P2, P5) and persuading the German company. Identifying these expectations provides a comprehensive vision and suggestions for designing an organization-specific execution strategy.

In our research into employees’ perceptions of digitization (DT) in the corporate environment, we identified a diverse range of opinions and attitudes among respondents (Figure 2). We have seen that attitudes on digitization might vary greatly between the overall perception and the company’s particular experience. So, for a broader understanding of the study, we identified four categories where we framed interviews: (1) Unfulfilled Digital; (2) Doubtful People; (3) Complaining Digital People; (4) Digital Mindset.

Unfulfilled Digital – In this category, we placed two participants who positively see digitalization and its worldwide benefits. Both respondents failed to identify a similar transformation in their company. Their macro-level positive view of digitalization contrasts with its clear absence in their work environment.

Doubtful People – another respondent shows a negative attitude towards digitalisation and sees no significant improvement within the organization for which he works. This view can be attributed to the resistance to change or the lack of clarity about the benefits of digitisation at the company level.

Complaining Digital People – two participants who want digitalization in their firm but don’t see it as a benefit. Management may have failed to communicate the benefits of digitization at all levels due to poor implementation or communication methods.

Digital Mindset – Most of the five respondents in this group view digitization positively and believe their organisation is on the right track. Digitization improves corporate productivity and employee experience, according to these participants.

These diverse but incomparable views show that, in an ever-changing environment, perceptions of digitization can vary significantly depending on the individual context and how organizations manage this transition.

Employee perspectives on the DT effort of the organization are influenced by daily activities, age, and current technology employment experiences. Interviews P3, P7, P9 indicate that some employees believe the company’s efforts are essential and advantageous for standard compliance and competitiveness. Others believe that there hasn’t been enough development, either in terms of implementation speed (P1, P4, P5) or in terms of comparing to the German subsidiary and seeing irrational standards. Polarized judgements of organizational effort are reflections of personal standards and expectations.

Employee needs and wants vary. Employees are optimistic about DT’s short- and long-term advantages but concerned about expense. This range of perspectives shapes DT that satisfies staff needs and views. We have staff enthused about digitization’s potential to optimise processes, synchronise group platforms, or develop an integrated platform. These workers are crucial to digital change and can implement it. Some respondents are rational and balanced. They know DT’s pros and downsides. Other employees criticise digital transition and its high costs. The company has the expertise to create a digital transformation strategy from diverse angles. The organisation can effectively manage change, minimise resistance, and maximise DT gains by considering these expectations.

We started this research with the aim of investigating the ways in which employees’ opinions about (1) digital transformation (DT) in general, (2) the organization’s efforts of DT and (3) those activities of DT that are unique in their field of activity influence (4) their expectations from DT. This paper emphasizes useful applications for companies to use its results to speed and facilitate their digital transformation projects. Organizations can develop and carry out customized plans to meet these needs, such as employee training and involvement in new technologies, building a strong digital infrastructure, and creating an organizational culture that supports innovation and change adaptability, by identifying the needs and expectations of its employees. Investment in transparent and efficient communication can bolster employee support and commitment to the digital transformation process, ensuring successful implementation and maximizing long-term benefits. The research on corporate digitization perspectives shows a wide range of employee opinions. The complex picture of perceptions of DT (see Figure 2), DT in the organization, and DT expectations, resulting from comprehensive employee interviews, shows the diversity of ideas and the many stages of digitization perception.

Global positivity of digitalization and its absence in the professional environment highlight the need for organizational digital transformation management. Change resistance, ignorance about digitalization’s benefits, and communication and implementation difficulties are found in this article. HR department research of employee digital transformation expectations shows a coordinated approach is needed. Employees want to digitize procedures and build an integrated HR platform, thus these results matter Bondarouk and Ruël (2009) and Bondarouk et al. (2017) recommend an implementation plan that addresses organizational needs and provides real benefits like time savings and reduced manual errors (Parida et al., 2019; Warner and Wäger, 2019). Our key contribution is research on employees' perceptions of organisational DT activities that create DT expectations in their organisation. We are creating a unique methodology that uses UTAUT to show employees' general views of DT and their organization’s DT activities. Previous research using the UTAUT model showed how digital transition hinders HRM (Yusoff et al., 2010; Erdoğmuş and Esen, 2011; Giri et al., 2019; Anjum and Islam, 2020). In the current era of digital transformation, developing a strategic alignment is an essential element for the success of organizations (Dash et al., 2023). This is not just an option, but becomes an imperative necessity, given the complexity and scale of digital change (Arntz et al., 2020). The arguments in support of this statement are based on the importance of an integrated strategy, synchronization, and unification of digital platforms, as well as on the need for effective communication in the context of accelerated digital evolution (Aubert-Tarby et al., 2018; Blanka et al., 2022).

This study examines participants' views on HR department digitization and the digital revolution. We show that digital transformation involves strategic coherence, effective communication, and process transparency. These aspects improve operational efficiency and provide a technologically flexible workplace. An integrated digital transformation plan for human resources is crucial for organization efficiency and effectiveness (Strohmeier, 2007; Bondarouk and Ruël, 2009). It should encompass several procedures and activities. Thus, simplifying processes and eliminating redundancies are crucial. Focusing on these characteristics allows the corporation to adjust to digital transformation and utilize technology’s benefits (Jehanzeb and Bashir, 2013; Bondarouk et al., 2017; Van Laar et al., 2017). A consistent employee experience follows from such an integrated strategy.

Secondly, employees’ digital skills are closely linked to the degree of understanding and clarity of the digitization process (Mariz-Pérez et al., 2012; Mazurchenko and Maršíková, 2019). Effective communication on the part of the organization can reduce gaps in understanding and strengthen perceptions of the benefits of DT (Schneider and Sting, 2020). This makes it easier for employees to develop the digital skills needed to adapt to technological change (Sousa and Rocha, 2019; Verina and Titko, 2019).

Transparency about the advances and benefits of digital transformation plays a key role in encouraging employees to develop their digital skills (Verina and Titko, 2019; Cichosz et al., 2020). Open and thorough communication about digitalization and its effects on daily activities helps employees comprehend the organization’s direction (Shadur et al., 1999). This transparency motivates people to improve their digital skills for the future digital workplace (Kozanoglu and Abedin, 2020). Research shows that background and how companies handle rapid business transformation strongly influence digital attitudes. This research revealed hurdles that firms may overcome to establish individualized strategies to satisfy diverse views and expectations, resulting in a more harmonious use of digitalization in the workplace.

Our study has limitations. The research focuses on a single IT company in the automobile industry, a dynamic subject that changes continually due to contemporary technology. Expanding our sample to include more companies from different industries would have allowed us to explore whether our case study patterns vary. Only one HR sample was used, so we did not consider different firm departments. More organisations or departments in the case study can help build knowledge and the proposed research methodology.