NEW APPROACHES IN HRM

55 (2018) tries to map technological trends that have impact on HR. He says that block chain technology gives solution for the continuous performance management tools, Internet of Things (IoT) provide workplace with smart technology, gamification brings dynamics and joy into HR processes while cloud based HRMS makes it integrated. These new trends create expectations from the HR to be available 24/7, with prospects of outsourcing this function and emerging the importance of social media and new phenomena as boomerang employees is (Basu Mallick, 2018). What is on HR to do? De Silva (2018) says that there are three concrete ways in which HR is naturally involved into the process of digital transformation. HR should bring a support for the changes and foster a culture of innovation (and digitalization). Also, HR can plan and organize digital transformation training for current employees and plan hiring for the digital transformation and its demands. Considering the current changes in the business setting brought by digitalization, new role is imposed to HR function initiating new practices and principles. 2. 1. NEWHR ROLE - CONTEMPORARY HR PRINCIPLES Agile, proactive and Digital technology enables the simulation of the processes and learning HR instant feedback requiring agile, proactive and rapid learning HR (learning on „ smart mistakes ” that initiate innovativeness and new insights). Project oriented organizational structure is flexible but often reactive while business rules become contingent. Strategic HRM becomes lever for overcoming short time perspective by integration , providing clear points and values to steer upon in situation of prompt and intensive changes. As HRM is expected to assure sustainability the unpredictable business setting, integrated HR systems might provide one digital solution for the problem of unity. Contemporary HRM should take a role of disruptive leader who is constantly in the clash of company`s and employees interests. So, it is expected to make a balance between different parties and not to neglect some (cultural, language, professional, gender and generational) diversities, as well as the differences in skillfulness, especially in the domain of digital competencies. In the context where the amount of rough data overcomes the employee’s capacities, the virtue to make sense of it becomes crucial. HRM should deliver the criteria for assessing relevance,