Aim/Purpose This paper addresses the need to understand how digital transformation, often framed as a technological process, is concretely translated into human resource management (HRM) practices. It examines how HR managers interpret and manage the organizational, cultural, and skill-related changes associated with digital transformation, situating these practices within the emerging Industry 5.0 landscape. Background While digital transformation is widely discussed in terms of technologies and future skills, less attention has been paid to how these changes are operationalized within everyday HR practices. This study addresses this gap by exploring how HR professionals experience and implement digital transformation in recruitment, talent management, and training. Methodology An exploratory qualitative design was adopted. Data were collected through 14 semi-structured interviews with HR managers, consultants, founders, and innovation managers from organizations of varying sizes across Northern and Central Italy. Interviews were transcribed verbatim and analyzed using thematic analysis informed by Corbin and Strauss (2008), with coding and constant comparison conducted iteratively. Contribution The paper contributes empirical evidence on how human-centered models of digital transformation are enacted in HR practices. It advances understanding of HRM as a strategic mediator between technological innovation and the human experience of work, particularly within the Industry 5.0 perspective. Findings The findings indicate that recruitment practices are progressively moving beyond a narrow focus on technical expertise, placing greater emphasis on candidates’ adaptability, learning agility, and digital mindset. At the same time, talent management is evolving toward more dynamic and flexible models that prioritize continuous learning, cross-functional collaboration, and inclusive development pathways that support fluid career trajectories. Training is increasingly understood as a strategic lever for fostering human–technology complementarity, requiring multidimensional, experiential, and personalized learning approaches that address both technical and transversal competencies. Overall, across all domains, digital transformation is not merely a technological upgrade but a broader cultural and organizational shift that reshapes roles, expectations, and ways of working. Recommendations for Practitioners Organizations should redesign recruitment processes to assess adaptability and learning orientation, develop talent management systems that support cross-functional mobility and continuous learning, and invest in experiential and personalized training that addresses both technical and soft skills. Leaders should foster psychological safety and support employees’ adaptation to technological change. Recommendations for Researchers Researchers should further investigate digital transformation through multi-level and multi-actor perspectives, integrating managerial and employee experiences. There is also a need for longitudinal and comparative studies to examine how HR practices evolve alongside specific technologies. Impact on Society By emphasizing human-centered HR strategies, the findings highlight pathways to implementing digital transformation that support employee development, engagement, and sustainable organizational change, contributing to more inclusive and resilient workplaces. Future Research Future research should triangulate managerial perspectives with employee-level data, examine sectoral differences, and assess the impact of specific technologies, such as AI-enabled tools and predictive analytics, on HR practices and employee experiences.
Galanti et al. (Thu,) studied this question.