DIP: 18.02.044/20251003 
DOI: 10.25215/2455/1003044 
Abstract
The landscape of Human Resource Management (HRM) is undergoing a profound transformation, driven by rapid technological advancements, evolving workforce expectations, and shifting organizational priorities. This research paper explores the future trajectory of HRM practices across the employee lifecycle—from talent acquisition to retirement. The study critically examines how traditional HR functions are being reshaped by emerging trends such as artificial intelligence, remote work, gig employment, and a heightened emphasis on diversity, equity, and inclusion (DEI). Beginning with recruitment, the paper analyzes the growing use of predictive analytics, AI-driven applicant tracking systems, and employer branding in attracting talent. In terms of onboarding and training, the research highlights the role of personalized learning paths, virtual reality simulations, and microlearning strategies in accelerating employee adaptation. Performance management is explored through the lens of real-time feedback systems, continuous appraisal models, and data-informed decision-making. Furthermore, the paper investigates the shift in employee engagement practices, particularly the importance of mental well-being, purpose-driven leadership, and flexible work arrangements.
Succession planning, knowledge transfer, and retirement transitions are also addressed, focusing on how organizations can prepare for the aging workforce and retain institutional knowledge. The study employs a mixed-methods approach, combining literature review with case analyses from multinational organizations implementing future-oriented HR strategies. The findings suggest that HRM is transitioning from an administrative support function to a strategic partner in business innovation and sustainability. The paper concludes by proposing a framework for agile, employee-centered HR practices that align with future organizational goals. This research contributes to both academic discourse and practical HR leadership by offering actionable insights into managing human capital in an era of constant change.
The authors of this article said that they had no potential conflicts of interest when they conducted their research, became authors, and published it. The first author of this article is the main author, who wrote this article, and the second author did the editing part of this article and wrote the conclusion of this article. 
The author(s) declared no conflict of interest. 
ISSN 2455-670X