رشید ذوالفقاری زعفرانی

Purpose: The current study was conducted with the aim of designing a human resource competency model in the age of digital transformation. Methodology: This study is applied-developmental in terms of purpose. Also, it is a developmental and exploratory sequential type, and the present study is qualitative in terms of data type. The statistical population of this study is made up of experts and specialists who are aware of the subject of the study and specialists in Mobile Communication company of Iran (IR-MCI) and 20 people were selected as a sample using the targeted sampling method. In this study, library and field methods were used to collect information. In this study, the method of text analysis as well as interviews and Delphi were used for data analysis. Findings: The results showed that the competency of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. Conclusion: Based on the results, there is a significant correlation between all components. The results also showed that the study model has the required validity.

Huge economic, social, political, and technological changes in recent decades have brought increasing complexity and decreasing predictability of organizations' environments. One of the solutions offered to deal with such environments is the agile approach to human resources. This research was conducted with the aim of investigating the driving factors in human resource agility based on government policies. The current research is developmental in terms of purpose and descriptive survey in terms of the method with a combined (qualitative and quantitative) approach. The research community in the qualitative part included professors, experts in the field of human resources, and senior managers of the human resources department, and in the quantitative part, the senior and middle managers of the country's tax affairs organization who had a bachelor's degree or higher. Relevant data were extracted from theoretical literature and semi-structured open interviews in the qualitative section. The tool for data collection was a researcher-made questionnaire in the quantitative part. The results of the qualitative part led to the identification of 13 main categories, which are categorized into four main clusters (The propellants of human resource agility, Human resource agility policies, operational components of human resource agility, and Results and Functions of human resource agility) and became a five-point Likert scale questionnaire. The results of confirmatory factor analysis showed that all items have a significant relationship with the structure and the proposed structural model has a good fit. The results of the path analysis showed that the operational components of human resource agility have a mediating role in the relationship between the drivers of human resource agility and the results and functions of human resource agility. Human resource agility policies have a mediating role in the relationship between the propellants of human resource agility and the results and performance of human resource agility.