THE IMPACT OF ORGANIZATION'S DIGITAL MATURITY ON THE DIGITAL TRANSFORMATION OF HR PROCESSES

Abstract

Introduction. In the context of digital transformation, organizations require not only process automation but also strategic adaptation of the HR function. Digital maturity (DM) serves as a key indicator of readiness for such changes. The purpose of this study is to identify the conceptual foundations of HR Digital Maturity, analyze existing assessment methodologies, and develop an authorial conceptual framework linking DM levels with HR process transformation. Materials and methods. A systematic literature review was conducted (2018-2025, Scopus, WoS, RSCI) using relevance, methodological rigor, and sector applicability as selection criteria. Comparative analysis of maturity models, content analysis of influencing factors, and conceptual synthesis were applied to identify structural assessment elements specific to HR. Research results. It is revealed that existing methodologies are fragmented and do not account for HR architecture specifics. A conceptual model for assessing HR DM is proposed, comprising five maturity levels (from initial to optimizing) and three integral dimensions: technological infrastructure, process integration, and digital culture. Discussion and conclusion. The practical value lies in adapting the model for HR digitalization audits, roadmap development, and risk mitigation. It is emphasized that without reaching the managed maturity level (60-80 %), strategic integration of HR with business processes remains constrained. Directions for further empirical research are outlined.