Digital Competencies As The Basis Of HR Managers’ Professional Culture

Abstract

The article aims to study the digital competencies of an HR manager in the changing digital environment of the labour market. The article provides an overview of modern approaches to the digital competency portfolio in different economy sectors. Special focus is given to studying an HR department head’s digital competencies, and to the results of developing and testing the digital competency model of an HR manager. The methodology for developing and applying a digital competency model in the context of digital challenge can provide relevant information for modifying a manager’s digital competency portfolio. Based on the synthesis of theory and practice, the authors identified trends in the development of an HR manager’s digital competencies and developed a number of practical solutions aimed at applying a digital competency portfolio in the HR sphere, whose dynamics transform the professional culture of a manager. The main issue is the lack of a dynamic portfolio of digital competencies in a particular labour sphere that could provide a response to the digital challenge, the professional digital culture of an employee lagging behind the organisational changes, and the delay in targeted digital competency training of employees and future professionals.