Rapid digitalization has provided an opportunity for HR professionals to use algorithm-enabled HRM activities, but it has necessitated reconfiguration of the competencies required for HR professionals. Algorithmic HRM refers to using algorithms, data analytics, and artificial intelligence (AI) in various human resource management processes. Primarily, it is important to identify the competency requirements for HR professionals in the IT sector, as the rate of technological advancement is high in the IT sector when compared to any other sector. There is adequate literature available to determine the competency requirements of employees, but hardly any studies provide a clear picture of the competency requirements for HR professionals to work with algorithmic HRM. It is also essential to determine how high-performance work systems (HPWPs) impact HR digital competencies and consequent workplace performance. Hence, using a mixed-method approach, this study aims to identify competency requirements for HR professionals and how identified digital competencies influence workplace performance. Based on the contingency theory of performance and social exchange theory, the study attempts to explain how the variables are related and how to improve the job fit for HR professionals.

Initially, the digital competencies to navigate algorithmic HR will be identified from academic and non-academic literature, such as business reports and LinkedIn job advertisements. In the next study, qualitative research will be conducted through expert interviews to provide thorough insights, and a unified list of competencies will be prepared using content analysis and expert validation. Finally, the study will use a quantitative approach to assess the impact of HPWS and digital competencies on HR professionals' workplace performance in the IT sector. The moderating effect of organizational learning culture will be tested in the above relationship. The self-report survey questionnaire will be given to a sample of 350–400 HR professionals who work in digital workspaces. Appropriate statistical analysis will be used to determine the relationships between the variables. The findings are predicted to have major theoretical and practical implications. It will enhance the understanding of the competencies required for human resource professionals to use technology in their roles effectively. This insight will help to construct models that explain the relationship between managerial competencies and workplace performance from a multi-stakeholder perspective. Practically, current studies guide organizations to re-design their work practices in the light of digitalization and enable organizations to recruit, train, and promote HR professionals with the necessary digital competencies. Additionally, training programs can be tailored to departmental and organizational needs based on competency gaps. This research aims to open new avenues for investigating role-specific competency requirements and improving individual and organizational performance in a highly dynamic digital world.