NEW APPROACHES IN HRM

51 Investment into a digitalization process is the decision based on current financial status as well as on expectations from future revenues. There are basically two different budgeting sources, externally (with the help, for example, of government or any other stakeholder with the program from supporting digitalization) and the internal funds. Nevertheless, it is recognized that „ investors of any kind must have faith that digital transformation is beneficial to the firm and that their investments will therefore pay off ” (Hess, et al., 136). Finally, the organization has to have competent people not only to lead the process but to fulfill new task demands and to make a digitalization a reality. New technology usually requires new set of skills. Some of them might be available among current employees and some of them need to be acquired from the labour market or even outsourced. The implicit indicator of transformation is the emergence of new competencies needed for sustained working process (Valsamis, 2015). It is perceived in the level of the importance given to (7a) the assessment of the digital competencies in the hiring process, or in (7b) the frequency of providing trainings for digital technologies to be used at the workplace . While all other indicators has to deal with HR function, this one considering the digital competencies, is basically in its domain and has everything to do with it. It is said that the assessment of organizational „ existing technology capabilities ” has to lead toward identifying the current and future needs of the competencies (Hess, 2016, 136). 1. 2. WORK LIFE BECOMING DIGITAL – CHANGING EVERYDAY PRACTICES There is a specific fit between human cognition and smart technology that initiates the sequence of organizational adjustments and individual adaptations reflected both on organizational and individual level. It allows the organization to be described as a socio-technological network of the human and technology symbioses. These changes inflict the organizational goals and culture. HR function is the “spot” of its integration where individual and organizational goals are tackling and the medium through which they are negotiated and united. As the agility becomes an ultimate value (Hartl & Hess, 2017) and the organizational structure strives toward matrix, project oriented approach, enabling more flexibility; the question of the