International Research Journal of Education and Technology

This study examines the role of Human Resource Management (HRM) in developing future-ready talent amid rapid technological change, skill gaps, and leadership shortfalls. Four strategic HR dimensions, Strategic HR, Learning & Development (L&D), Succession Planning, and Digital HR, were investigated using quantitative survey data from employees and HR professionals in the organized sector. Statistical analyses (KMO test, one-sample t-test, correlation, and regression) were conducted via Python. Results confirm that all four practices positively influence future talent development, with L&D emerging as the strongest predictor (β = 0.563, r = 0.693), followed by Succession Planning (β = 0.271) and Strategic HR (β = 0.261). Digital HR, while positive, yielded an insignificant regression coefficient (β = 0.045, p = 0.650), suggesting that technology adoption alone is insufficient. The model explains 63.2% of the variance in talent outcomes (R² = 0.632). Findings advocate for organizations to prioritize human-centric development over technology-driven approaches. Theoretical and managerial implications for HRM practice are discussed.

Keywords: Human Resource Management, Talent Development, Learning & Development, Succession Planning, Digital HR, Future Talent, Strategic HRM