Adaptive Change of Human Resource Management from the Perspective of Digital Transformation: A case study of J Company

Jie Huang

doi:10.54691/bcpbm.v25i.1902

Authors

Jie Huang

DOI:

https://doi.org/10.54691/bcpbm.v25i.1902

Keywords:

Digital transformation, Human resource management, Adaptive change, Media reform

Abstract

The age of digital and intellectualized technology is coming, bringing a profound challenge to enterprises. Especially confronted with the rapid development of media, it has battered the ecological environment of traditional media enterprises seriously. This paper analyzes the reasons why J Company adheres to the people-oriented management, differentiated training measures, and survival ways of employees. It prominently describes how this company makes tailored training plans for the new and old employees and creates a "2+2 integration" pattern aimed at their working competency, which innovates the unique training methods adapted to the digital development. In addition, it shows the social responsibility consciousness of J Company, efficient teams characterized by "three generations in age, three generations in skills" and other adaptive change measures of human resource management, which set an example for media in the reform.

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