Digital Skills Are Not Enough: Digital–Human Capability Profiles and Employee Resilience in the Changing Workplace

Digital transformation increasingly requires employees to combine digital competence with adaptive, collaborative, and learning-related capabilities. This study examines how these resources coexist within employees, whether developmental support is associated with more favorable capability configurations, and how the resulting profiles differ in resilience and work engagement. Data were collected from 424 employees working in Greece and France. Measurement quality and cross-country comparability were assessed in SmartPLS, followed by latent profile analysis in Latent GOLD using workplace digital competence, change adaptability, collaborative communication, and learning goal orientation as profile indicators. Four profiles emerged: Moderately Resourced/Balanced, Moderately Under-Resourced/Relative Digital Strength, Resource-Rich, and Severely Under-Resourced. Organizational development support and supervisor support for development were strongly associated with profile membership. Bolck–Croon–Hagenaars (BCH)-adjusted comparisons showed a consistent ordering for both outcomes, with the Resource-Rich profile reporting the highest resilience and work engagement and the Severely Under-Resourced profile the lowest. The findings offer a descriptive account of how digital and human capabilities coexist within employees, with overall capability level accounting for most of the observed profile separation. For human resource management (HRM), the profiles suggest possible differentiated development priorities, although their explanatory or predictive advantage over simpler capability-level approaches remains untested.