The purpose of the chapter is to discuss the ongoing HR revolution driven by digital transformation. More specifically, going beyond the simple digitalization of traditional HRM practices (e.g. recruitment 2.0, e-training, etc.), the focus of the chapter is the digitalization of the enterprise, the work processes and practices, and how this impacts on the very nature and features of HRM. Indeed, in a digitally transformed enterprise, actions and decisions at every level (decision making, coordination and control, execution) are increasingly performed digitally and consist in the processing of digital information in the context of digital workflows that are hosted in virtual spaces, which are accessible anytime and anywhere via mobile digital devices. Thus, drawing on a non-deterministic view of the relationship between technology and organization, derived by managerial studies on information systems, we advance the hypothesis that the role of the Chief Human Resource Officier might improve dramatically, both as the designer of the new digital workplace architecture and contents, and in his capacity to support the business by transforming data generated by such digital workplaces into valuable analytics for data-driven HR management.

Digitalization and hr analytics: A big game for an HR manager / Fabbri, T.; Scapolan, A.. - (2018), pp. 243-254.

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