Frontiers in Business, Economics and Management 
ISSN: 2766-824X | Vol. 15, No. 1, 2024 

 

369 

Research	on	the	Path	of	Digital	Construction	of	Human	
Resource	Management	in	Colleges	and	Universities	in	
the	Context	of	Digital	Transformation	
Xiaoshuang Yin, Hongye Liu, Chuilong Kong 

Lyceum of the Philippines University -Manila Campus, Manila, Philippines 

 

Abstract: With the in-depth promotion of digital transformation, the field of higher education also ushers in unprecedented 
changes. The digital construction of human resource management in colleges and universities can effectively improve the 
management effectiveness of colleges and universities, and then optimise the allocation of human resources in colleges and 
universities. In this regard, based on the background of digital transformation, this paper analyses the necessity of the digital 
construction of human resource management in colleges and universities, describes the direction of the digital change of human 
resource management in modern colleges and universities, and explores the path of digital construction of human resource 
management in colleges and universities, in order to provide more reference to the digital transformation of human resource 
management in colleges and universities. 

Keywords: Digital transformation; universities; human resource management. 
 

1. Introduction 
The 14th Five-Year Plan policy clearly proposes to focus 

on key areas such as education and promote the universal 
application of digital services. In the context of the 
information age, digital transformation has become an 
inevitable trend in the development of all industries. Higher 
education as an important part of social development, its 
human resource management is also bound to face the 
challenges and opportunities of digital transformation. With 
the continuous expansion of the scale of colleges and 
universities and the improvement of the level of schooling, 
human resource management is faced with a more complex 
and changing environment, how to effectively use digital 
technology to improve the efficiency and quality of human 
resource management has become an important issue that 
college and university managers need to pay attention to. 

2. Analysis of the Necessity of Digital 
Construction of Human Resource 
Management in Universities in The 
Context of Digital Transformation 

2.1. Adapt to the development trend of higher 
education 

With the rapid development of society, the field of higher 
education is undergoing profound changes. From the 
traditional mode of knowledge transfer to the mode of 
focusing on innovation, practical ability and comprehensive 
quality training, colleges and universities are facing more and 
more challenges and opportunities, and the digital 
construction of human resource management has become an 
inevitable choice for modern colleges and universities to 
adapt to the development trend. Digital technology provides 
more efficient and convenient tools and platforms for human 
resource management in colleges and universities. Through 
the introduction of human resource management information 
systems, big data analysis, artificial intelligence and other 

advanced technologies, colleges and universities are able to 
achieve comprehensive and accurate management of staff 
information, provide strong support for recruitment, training, 
assessment and other aspects, and also promote the sharing 
and exchange of information within the college and university 
to improve the efficiency of management and decision-
making. Level. In addition, digital technology helps colleges 
and universities build a more open and inclusive talent 
ecology. In the digital era, colleges and universities need to 
attract and retain more excellent talents to support the long-
term development of the school. Through digital construction, 
colleges and universities can break the geographical and time 
constraints, broaden the talent recruitment channels, and 
attract more excellent talents to join them. Digital technology 
can also provide colleges and universities with diversified 
training and development opportunities, and help faculty and 
staff to continuously improve their comprehensive quality 
and ability level[1]. 

2.2. Improve the efficiency of human resource 
management 

The digital construction of human resource management in 
colleges and universities is of great significance for 
improving management efficiency, the traditional way of 
human resource management often has incomplete 
information, cumbersome processes and other types of 
problems, it is difficult to meet the needs of rapid 
development of colleges and universities, through the 
construction of digitalisation, human resource management in 
colleges and universities can be improved in the following 
ways to improve management efficiency. 

First, digital technology can achieve rapid transmission and 
sharing of information. Through the human resource 
management information system, colleges and universities 
can update the information of staff in real time and realise the 
rapid transmission and sharing of information. This not only 
improves management efficiency, but also reduces 
misunderstandings and conflicts caused by poor information; 
Second, digital technology can optimise the management 



 

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process. By introducing automated and intelligent 
management tools and technologies, colleges and universities 
can simplify the human resource management process and 
reduce manual intervention and errors. For example, through 
the online recruitment system, colleges and universities can 
achieve automated processing of resume screening, interview 
scheduling and other aspects of the process, improving the 
efficiency and quality of recruitment; Third, digital 
technology can also provide data analysis and decision-
making support. Through big data analysis technology, 
colleges and universities can conduct in-depth mining and 
analysis of human resources data to provide strong support 
for management decisions. For example, through the analysis 
of faculty performance data, universities can understand the 
work performance and development potential of faculty 
members, providing a scientific basis for promotion, rewards 
and other decisions. 

2.3. Optimising resource allocation and 
decision support 

The digital construction of human resource management in 
colleges and universities plays a key role in optimising 
resource allocation and providing decision support. Digital 
construction can help colleges and universities to achieve 
optimal allocation of resources, through the introduction of 
digital technology, colleges and universities can grasp the 
distribution and use of various types of resources in real time, 
and carry out reasonable allocation and adjustment of 
resources according to the actual demand. This can not only 
improve the efficiency of resource utilisation, but also reduce 
operating costs. In addition, digital technology can provide 
decision-making support for colleges and universities. 
Through big data analysis technology, colleges and 
universities can conduct in-depth mining and analysis of 
human resources data to discover potential problems and 
trends. Based on the results of these analyses, colleges and 
universities can formulate more scientific and reasonable 
decision-making programmes to provide a strong guarantee 
for the long-term development of the university[2]. 

3. The Direction of Digital Change in 
Human Resource Management in 
Universities in The Context of 
Digital Transformation 

3.1. Intelligence and automation of 
management technology 

Intelligence and automation technology will become an 
important trend in the future of human resource management 
in colleges and universities, and the intelligent upgrading of 
human resource management information systems is one of 
the key technological changes, and through the introduction 
of advanced technologies such as artificial intelligence and 
big data, human resource management information systems 
can achieve a higher level of automation and intelligence. For 
example, the use of AI algorithms for tasks such as resume 
screening and interview evaluation can significantly improve 
recruitment efficiency, and data analysis can predict 
employee turnover rates, performance performance, etc., 
providing decision-making support for managers. In addition, 
with the development of IoT technology, human resource 
management in universities will achieve more intelligent 
equipment management and environmental monitoring. For 

example, through intelligent access control systems, 
intelligent lighting systems and other equipment, real-time 
monitoring and management of all areas of the campus can be 
achieved to improve safety and comfort[3]. 

3.2. Integration and expansion of educational 
resources 

In the context of digital transformation, modern human 
resource management in colleges and universities has begun 
to focus on the integration and expansion of educational 
resources. On the one hand, the integration of online and 
offline educational resources will become an important trend 
in the future of college education. The organic combination 
of online and offline education is achieved through the 
construction of online education platforms and online courses. 
This not only expands students' knowledge and vision, but 
also improves the flexibility and accessibility of education; on 
the other hand, the sharing of high-quality educational 
resources at home and abroad is also an important direction 
for future college education. Through international 
cooperation and exchange programmes and the introduction 
of foreign high-quality courses, the sharing and 
complementation of domestic and foreign educational 
resources can be achieved. This can not only improve the 
quality and level of education in colleges and universities, but 
also enhance students' international vision and 
competitiveness. In addition, the integration of 
interdisciplinary educational resources is also the future of 
college education will also begin to tend to the integration of 
interdisciplinary educational resources, by breaking down the 
disciplinary barriers to promote exchanges and cooperation 
between different disciplines, etc., to achieve the integration 
and use of interdisciplinary educational resources, which can 
broaden the field of knowledge of the students and their way 
of thinking, but also to cultivate high-quality talents with the 
spirit of innovation and practical ability. 

3.3. Planning and Training of Teacher 
Resources 

In the wave of digital transformation, the planning and 
training of teacher resources in colleges and universities is 
particularly critical. In order to adapt to the profound impact 
of the digital era on the field of education, colleges and 
universities have re-examined and strengthened the strategic 
planning and training development of teacher resources. In 
this regard, colleges and universities ensure the introduction 
of excellent teachers with digital literacy and innovation 
ability by formulating scientific and forward-looking teacher 
recruitment and selection plans. At the same time, the digital 
training of teachers should be strengthened to continuously 
improve their ability to apply educational technology, so that 
they can better adapt to the needs of digital teaching. In 
addition, colleges and universities also need to focus on the 
construction and management of teacher teams, through 
optimising team structure and strengthening teamwork, to 
improve the overall quality of education and innovation 
ability, and to ensure the optimal allocation and efficient use 
of teacher resources. 

3.4. Innovation and application of 
organisational models 

Empowered by digital technology, the organisational 
model of HRM in universities has been innovated. 

First of all, flat management is one of the important trends 



 

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in human resource management in colleges and universities 
in the context of digital transformation. By reducing 
management levels and strengthening cross-departmental 
collaboration, the organisation can achieve rapid response and 
efficient decision-making. This not only improves the 
flexibility and adaptability of the organisation, but also 
enhances the employees' sense of participation and belonging; 
secondly, project management system is also one of the 
important directions of HRM in universities in the future. 
Through the introduction of project management methods and 
tools, human resource management is integrated into the 
scope of project management for management and control, 
which not only improves the professionalism and 
systematicity of human resource management, but also 
ensures the effective use of human resources and efficient 
output; thirdly, the flexible team system is also one of the 
important trends in the future of human resource management 
in colleges and universities. Through the formation of teams 
with flexibility and diversity, and the strengthening of 
collaboration and communication among team members, the 
efficient operation and innovative development of teams can 
be achieved. This will not only improve team cohesion and 
creativity, but also enhance the adaptability and 
competitiveness of the organisation. 

4. Path of Digital Construction of 
Human Resource Management in 
Universities in The Context of 
Digital Transformation 

4.1. Determine construction objectives and 
build a digital management platform 

In the context of the era of digital transformation, colleges 
and universities, as the cradle of talent training and the 
highland of scientific research and innovation, their human 
resource management is also bound to face the urgent needs 
of digital construction, digital transformation not only brings 
new opportunities for human resource management in 
colleges and universities, but also brings unprecedented 
challenges. 

On the one hand, colleges and universities must clarify the 
objectives of human resource management platform 
construction. At the beginning of the digital construction, a 
clear goal is crucial. For human resource management in 
colleges and universities, the goal of digital construction 
should be closely focused on improving management 
efficiency, optimising resource allocation, and enhancing 
decision-making support. First of all, it is clear that the digital 
construction should serve the core task of human resource 
management in colleges and universities, and through digital 
means, managers can collect, process and analyse human 
resource information more efficiently, and realize the 
automation and intelligence of human resource management; 
second, the digital construction should be committed to 
optimizing the allocation of resources. As a complex 
organisational system, colleges and universities need to 
reasonably deploy various resources to meet the needs of 
teaching, research and other needs. Through the digital 
management platform, managers can have a clearer 
understanding of the distribution and use of resources, and 
achieve the optimal allocation and efficient use of resources; 
finally, to enhance the decision-making support capacity. In 
the digital era, data has become an important basis for 

decision-making. Through big data analysis and mining 
technology, we can extract valuable information from 
massive human resources data to provide scientific and 
accurate decision support for university management[4]. 

On the other hand, build a digital management platform. 
Building a digital management platform is an important 
means to achieve the goal of digital construction. This 
platform should have the following functions: first, 
recruitment, training, performance management and other 
basic business processes. Through the platform, managers can 
achieve automation and intelligence of business processes 
and improve management efficiency; second, data analysis 
and mining functions. Through the analysis of human 
resources data, managers can gain a deeper understanding of 
employee performance, development needs, etc., thus 
providing strong support for human resources decision-
making; Third, openness and scalability. With the continuous 
development of digital technology and the changing needs of 
human resource management in universities, the platform 
needs to be able to continuously adapt to new technology and 
business needs and maintain continuous innovation and 
competitiveness. 

4.2. Establishment of a data governance system 
and a data-sharing mechanism 

In the context of digital transformation, human resource 
management in universities is undergoing unprecedented 
changes. Digitalisation not only provides a broad platform 
and rich management tools for HRM in colleges and 
universities, but also puts forward higher requirements for 
data management and sharing. 

First, build a perfect data governance system. The data 
governance system is the basis for guaranteeing the quality of 
human resource management data in colleges and universities 
and improving the efficiency of data utilisation. In this regard, 
managers need to pay attention to the following points when 
building a data governance system. First, clarify the data 
governance objectives. Ensuring the accuracy, completeness 
and security of data can effectively improve the efficiency of 
data use and support human resource management decision-
making; secondly, formulate a data management system: 
establishing a data management system and clarifying the 
standardised process of data collection, storage, processing, 
analysis and use can ensure the normality and consistency of 
data governance; finally, set up a data management body. The 
data management body is mainly responsible for the 
organisation, coordination and supervision of data 
governance to ensure the effective implementation of data 
governance. 

Second, establish an efficient data sharing mechanism. 
Data sharing is a key link in improving the digitalisation of 
human resource management in universities. When 
establishing a data sharing mechanism, managers, firstly, 
need to formulate a data sharing policy. Clarifying the 
principles, scope and methods of data sharing can ensure the 
security and compliance of data sharing. Colleges and 
universities encourage data sharing between departments, 
which can effectively break the information silos and improve 
the efficiency of data utilisation; secondly, the establishment 
of a data sharing platform. The construction of a unified data 
sharing platform can provide more convenient data sharing 
services for various departments, and various departments can 
obtain the data they need in real time through the data sharing 
platform, so as to achieve the rapid transmission and sharing 



 

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of data; thirdly, to strengthen data security. In the process of 
data sharing, technicians need to use data encryption, access 
control and other technical means to strengthen data security, 
to ensure that the data are not illegally acquired, tampered 
with or leaked, and to ensure the security of data sharing. 

4.3. Enhance the training and introduction of 
personnel with digital skills 

In the context of the era of digital transformation, human 
resource management in colleges and universities is facing 
great challenges and opportunities. Among them, 
strengthening the training and introduction of talents with 
digital skills is the key link to promote the digital construction 
of human resource management in colleges and universities. 
In this regard, this paper will elaborate on the path of digital 
talent training and introduction from the following three 
aspects. 

First, pay attention to internal talent training. Colleges and 
universities need to strengthen the digital skills training of 
existing employees to improve their ability and efficiency in 
the digital environment. In this regard, colleges and 
universities can organise regular training, seminars and online 
courses to enable employees to gradually master the latest 
digital technologies and tools, and then improve the digital 
literacy of the overall team. 

Second, actively introduce external talents. During the 
recruitment process, universities should focus on candidates 
with digital skills and attract them to join the HR management 
team. These talents usually have rich digital experience and 
technical background, and can bring new perspectives and 
solutions to the team to promote the rapid development of 
HRM digital construction. 

Third, build a diversified talent team. Colleges and 
universities should build a diversified talent team, which can 
meet the digital needs of different fields, and diversified 

talents have professional knowledge and skills in their 
respective fields, and can work together to promote the in-
depth development of the digital construction of human 
resource management[5]. 

5. Conclusion 
In summary, under the background of digital 

transformation, the exploration and practice of digital 
construction path of human resource management in colleges 
and universities is of great significance for improving 
management efficiency and optimising resource allocation. 
Through continuous research and practice, we expect to build 
a more perfect and efficient digital human resource 
management system and promote universities to achieve 
higher quality development in the digital era. 

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