Objective: Human-centered digital transformation prioritizes the human factor by shifting from a technology-centered approach and, by focusing on human needs, emphasizes the role of human resource management in coordinating technology and human needs .The purpose of this research is to provide an integrated framework of the drivers, processes, and outcomes of human-centered digital transformation in the field of human resource management.
Methodology: The present study falls into the category of qualitative research. In order to obtain the required data, semi-structured interviews were conducted with 10 scientific and executive experts by studying previous literature, and the interview texts were analyzed using directional deductive qualitative content analysis.
Findings: The findings identified three main categories of drivers/activities for realizing human-centered digital transformation, including socio-cultural drivers, technological capabilities, and organizational/managerial drivers. The second aspect of the proposed framework, titled process, included the digital hiring experience process, the empowerment journey, training and learning, the strategic performance monitoring and evaluation system, the reward and compensation system, and maintaining and maintaining the human connection in the digital context.
Originality: By providing a conceptual framework for identifying drivers, implementation processes, and consequences, it can help organizational managers and policymakers formulate strategies that put technology at the service of people, not the other way around.