Innovative Practices and Development Countermeasures of Enterprise Human Capital Management in the Era of Digital Economy

Abstract

The digital economy is profoundly and comprehensively reshaping the underlying logic and operational paradigm of enterprise human capital management. The large-scale and increasingly widespread application of data as a core production factor is driving management decision-making away from experience-based judgment and toward scientific prediction and evidence-based forecasting. As a result, the functional positioning, operating mechanisms, and value creation approaches of human capital management are all facing systematic reconstruction and fundamental transformation. Grounded in the context of the digital economy era, this paper systematically analyzes the internal mechanism through which enterprise human capital management transitions from “personnel and administrative affairs management” to “data-driven value operation and management.” It reviews and organizes corporate innovation practice pathways from four dimensions: data-driven decision-making, intelligent talent allocation and deployment, digital training and development systems, and flexible incentive and assessment mechanisms. In addition, by incorporating industry survey data, the paper reveals the key bottlenecks currently encountered in this transformation, including weak data governance, organizational inertia and resistance, and the digital capability gap among talent. On this basis, the paper proposes development countermeasures from four aspects: consolidating the foundation of data governance, promoting the reconstruction of organizational capabilities, cultivating compound and interdisciplinary digital talent, and establishing a dynamic evaluation mechanism. The aim is to provide theoretical reference and practical guidance for enterprises seeking to achieve a leap in human capital management from control to empowerment, and from functional orientation to value creation.