Guideline for Human Capital Management in the Digital Age for Paper Manufacturing Businesses in Prachinburi Province

Abstract

          This research aimed to: 1) study the problems in human capital management in the digital era for the paper manufacturing business in Prachinburi province; and 2) develop guidelines for human capital management in the digital era for the paper manufacturing business in Prachinburi Province. This qualitative research collected data, using semi-structured interviews with 13 key informants. selected purposefully. Data analysis was conducted through content analysis.

           Research findings revealed that: 1) Five key problems in human capital management were identified: (1) Recruitment and Selection: The process lacked experts and adequate personnel due to the factory’s location in a developing community, where local workers had limited knowledge of proper recruitment procedures. (2) Training and Development: Insufficient understanding of training methods led to ineffective and unsystematic programs that hindered deep learning, causing confusion and poor adaptation among new employees. (3) Employment Rate Management: Emphasis should be placed on hiring high-quality personnel. Although compensation may be higher, it enhances productivity and reduces long-term costs from unskilled labor errors.  (4) Performance Management and Evaluation: Both quantitative and qualitative aspects should be assessed through impartial evaluation to ensure fairness and accuracy.  (5) Organizational Relationship Management: Clear communication and mutual understanding strengthen workplace relationships, minimize conflicts, and promote collaboration. 2) Guidelines Human Capital Management in the Digital Era: Based on the S.M.A.C. concept, digital-era human capital management requires strategic workforce planning aligned with organizational policies, emphasizing technological enhancement and the continuous improvement of employees’ skills, knowledge, and attitudes to drive organizational success.