Strategic human resource management: developing competencies and team interaction in the context of digital transformation and global changes

The aim of the study is to identify and substantiate strategic approaches to human resource management in the context of organizational digital transformation, with emphasis on developing employees’ professional and digital competencies and improving teamwork efficiency. The research addresses the gap in the literature concerning the insufficiently explained integration of competency development, digital HR platforms, HR analytics and teamwork models within strategic HRM. The study was conducted in 2024–2025 through secondary documentary analysis of corporate documents from private technology and service companies operating in the European information technology, financial technology, digital platform, and electronic services sectors. The empirical base included 42 corporate documents from 18 companies employing between 150 and 3,000 workers. The documents regulated HR management policy, employee competency development, implementation of digital HR platforms, and organization of teamwork. The materials were processed using thematic coding and grouped into analytical categories. The findings revealed that professional and digital competency development was recorded in 36 documents (85.7%), digital learning systems and corporate educational platforms in 31 documents (73.8%), HRIS and HR analytics in 29 documents (69.0%), and digital team collaboration in 27 documents (64.3%). The results demonstrate that digital transformation changes strategic HR approaches by prioritizing competency development, digital HR systems, and new teamwork models. The study proposes an integrated socio-technical interpretation of digital HR transformation, showing that the strategic value of digital HRM emerges through feedback relationships between digital infrastructure, employee competencies, analytics and team interaction. Since the study is based on corporate documents, the findings should be interpreted as evidence of formal corporate representation rather than direct measurement of HR practice effectiveness.