HUMAN RESOURCE DEVELOPMENT IN THE AGE OF DIGITAL DISRUPTION

Abstract

The purpose of this research were 1) to study the guideline to develop human resources in the age of digital disruption, 2) to study problems and obstacles in human resource development in the age of digital disruption. It was a qualitative research that can use in-depth study for the validation from key informants who were selected by purposive sampling from senior and middle management of the public sector, human resource practitioners and university lecturers in human resources department. The total of 19 key informants were knowledge and expertise in the subject matter, and they were used for in-depth interview. The results found that 1) Human resource development guidelines in the age of digital disruption consisted of (1) organizational policy and vision by adapting and driving knowledge and innovation, systematically changing, the management system and developing human resources by developing human resources based on the 4 principles of effectiveness, efficiency, value and flexible adaptability. This also includes adjusting the work methods of personnel to be in line with the age of digital disruption and the New Normal way. (2) Human resource development design by developing the digital skills needed for people, develop creativity and innovation skills, develop and maintain high-potential personnel with the organization. (3) Recruiting and selecting potential personnel by improving the recruitment process and applying modern technology, using online social networks to assist in recruiting. (4) Strategies for retaining and developing high-potential personnel by pushing the compensation side up create a path to grow in the profession, promote and encourage continuous learning opportunities. 2) Problems and obstacles in human resource development in the age of digital disruption were (1) brain drain, (2) morale and career security, (3) people of different generation, (5) personnel lack of skills, (6) the management does not focus on planning the real human resource development, (7) lack of budget for the purchase of facilities, and (8) personnel lacks engagement with the organization.