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Reinventing Human Resource Practices Through Digital Marketing Platforms and Remote Work Technologies

APTISI Transactions on Management (ATM) · Vol. 9 No. 3 (2025) · hlm. 267–277

DOI
10.33050/atm.v9i3.2540
ISSN
2622-6804, 2622-6812
Terbit
2025-10-21
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by-sa/4.0

Abstrak

The digital era has transformed human resource (HR) management, with or- ganizations adopting digital platforms, remote work technologies, and digital marketing strategies to improve productivity, optimize talent management, and enhance employer branding. These innovations also support Sustainable Devel- opment Goals (SDGs), including SDG 4 (Quality Education), SDG 8 (DecentWork and Economic Growth), and SDG 9 (Industry, Innovation, and Infrastructure). This study examines how HR practices are reinvented through dig- ital tools and marketing-driven initiatives, focusing on recruitment, employee engagement, performance management, and training, while highlighting chal- lenges and opportunities. A qualitative descriptive approach analyzed sec- ondary data from peer-reviewed journals, case studies of multinational corpora- tions and SMEs, and industry reports published between 2021 and 2025. Con- tent analysis identified themes related to HR digital adoption, workforce en- gagement, marketing integration, and strategic implications. HR digitalization poses challenges such as employee resistance, digital literacy gaps, cybersecu- rity risks, and maintaining organizational culture. Opportunities include greater flexibility, cost efficiency, improved engagement, enhanced employer branding, and access to global talent pools. Digital platforms, remote work, and marketing strategies are strategic assets reshaping HR management and aligning practices with sustainability goals.

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31 penulis · 68 tautan kepenulisan bersama · 16 lintas organisasi

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  • Universitas Esa Unggul
  • Universitas Raharja
  • Gunadarma University
  • Multimedia Nusantara University
  • University of Agriculture Faisalabad
  • The University of Queensland
  • Universitas Pradita
  • Organisasi lain
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
  • Afiliasi tidak diketahui
  • Garis lebih tebal = lebih banyak artikel bersama · lingkaran lebih besar = lebih banyak artikel
Tampilkan sebagai tabel
Rekan penulisOrganisasiArtikel bersama
Cicilia Sriliasta BangunUniversitas Esa Unggul5
Suryari PurnamaAfiliasi tidak diketahui2
Muhammad Rehan AnwarUniversity of Agriculture Faisalabad1
Ellen DolanThe University of Queensland1
Muhammad Farhan KamilUniversitas Raharja1
Bayu Laksma PradanaUniversitas Pradita1
Gautam KhannaAfiliasi tidak diketahui1
Suhandi SuhandiAfiliasi tidak diketahui1
Agung RizkyUniversitas Raharja1
Ihsan Nuril HikamUniversitas Raharja1
Erlina Puspitaloka MahadewiUniversitas Esa Unggul1
Sulthan Taqi SampoernaAfiliasi tidak diketahui1
Arop Ria Saulina PanjaitanUniversitas Esa Unggul1
Achmad Benny MutiaraGunadarma University1
Avinanta TariganGunadarma University1
Rahul BhandariO. P. Jindal Global University1
Andyani SukmasariAfiliasi tidak diketahui1
Safiani A. FaaroekUniversitas Esa Unggul1
Fachmi TamzilUniversitas Esa Unggul1
Ulfania Eka ErlindaUniversitas Esa Unggul1
Ridhuan AhsanitaqwimAfiliasi tidak diketahui1
SuhandiAfiliasi tidak diketahui1
Ridhuan AhsanitaqwimUniversitas Raharja1
Sirje NurmAfiliasi tidak diketahui1
Ramiro Santiago IkhsanAfiliasi tidak diketahui1
Rosa LesmanaUniversitas Pamulang1
Eka Devonte ArcherAfiliasi tidak diketahui1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Reinventing Human Resource Practices Through Digital Marketing Platforms and Remote Work Technologies</dc:title>
	<dc:creator xml:lang="en">Pramudito, Eko Sigit</dc:creator>
	<dc:creator xml:lang="en">Widayanti, Riya</dc:creator>
	<dc:creator xml:lang="en">Purnama, Suryari</dc:creator>
	<dc:creator xml:lang="en">Al-Farouqi, Kamal Arif</dc:creator>
	<dc:subject xml:lang="en">Human Resource Management</dc:subject>
	<dc:subject xml:lang="en">Digital Platforms</dc:subject>
	<dc:subject xml:lang="en">Remote Work</dc:subject>
	<dc:subject xml:lang="en">Employee Productivity</dc:subject>
	<dc:subject xml:lang="en">Workplace Digitalization</dc:subject>
	<dc:description xml:lang="en">The digital era has transformed human resource (HR) management, with or- ganizations adopting digital platforms, remote work technologies, and digital marketing strategies to improve productivity, optimize talent management, and enhance employer branding. These innovations also support Sustainable Devel- opment Goals (SDGs), including SDG 4 (Quality Education), SDG 8 (DecentWork and Economic Growth), and SDG 9 (Industry, Innovation, and Infrastructure). This study examines how HR practices are reinvented through dig- ital tools and marketing-driven initiatives, focusing on recruitment, employee engagement, performance management, and training, while highlighting chal- lenges and opportunities. A qualitative descriptive approach analyzed sec- ondary data from peer-reviewed journals, case studies of multinational corpora- tions and SMEs, and industry reports published between 2021 and 2025. Con- tent analysis identified themes related to HR digital adoption, workforce en- gagement, marketing integration, and strategic implications. HR digitalization poses challenges such as employee resistance, digital literacy gaps, cybersecu- rity risks, and maintaining organizational culture. Opportunities include greater flexibility, cost efficiency, improved engagement, enhanced employer branding, and access to global talent pools. Digital platforms, remote work, and marketing strategies are strategic assets reshaping HR management and aligning practices with sustainability goals.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2025-10-21</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/2540</dc:identifier>
	<dc:identifier>10.33050/atm.v9i3.2540</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 9 No. 3 (2025): September; 267–277</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 9 No 3 (2025): September; 267–277</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v10i3</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/2540/913</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2025 Eko Sigit Pramudito, Riya Widayanti, Suryari Purnama, Kamal Arif Al-Farouqi (Authors)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>