journals and selected through identification, screening, eligibility, and inclusion stages. The results indicate

that the integration of AI, the Internet of Things (IoT), big data, and talent analytics drives recruitment

efficiency, AI-based training, and automated performance assessments. Emerging challenges include the

digital literacy gap, ethical use of AI, and data protection. The study's recommendations emphasize the

importance of reskilling, upskilling, strengthening soft skills, and transparent, human-centered technology

governance to realize the inclusive and sustainable vision of Society 5.0.

The changes in the social, economic, and technological landscapes that have occurred over the past two

decades represent a major paradigm shift in how people live, work, and interact. One strategic vision born

of life (Hitachi Review, 2017).

However, the success of Society 5.0 depends heavily on the capacity of human resources (HR) to adapt, utilize,

and sustainably develop technology. In this context, strengthening HR becomes a strategic element that cannot

be ignored. The World Economic Forum (2025) noted that 44% of current workers' skills are expected to be

disrupted in the next five years, with an urgent need for analytical thinking, creativity, leadership, resilience,

and self-awareness—competencies that are relatively difficult to replace with automation technology. This

finding underscores the urgency of investing in reskilling and upskilling programs to ensure HR remains

relevant in the era of technological disruption.

Digitalization and AI have had a transformational impact on HR management. Research by Prasetyo et

al. (2023) in the International Journal of Advanced Technology and Management shows that the integration of

However, these advances also bring significant challenges, particularly regarding employee well-being and

trust. A study by Zhang et al. (2024) in the Journal of Organizational Behavior revealed that the

implementation of AI in HR can create perceptions of bias and insecurity if the process is not transparent. This

situation can decrease employee engagement and negatively impact long-term productivity. As a solution,

Hernández (2024) proposed a multidimensional ethical framework that includes value integration,

transparency, human empowerment, and ongoing training to ensure AI is used fairly and inclusively. Empirical

evidence also suggests that smart technology can significantly strengthen performance management functions.

A study by Mutiara et al. (2024) in the West Science Journal of Business and Management found that AI

increases the objectivity of performance appraisals, provides automated feedback, supports adaptive goal

setting, and facilitates individual competency development. However, determining factors for successful AI

Considering this context, this study aims to: (1) Analyze the impact of digitalization and AI on HR

strengthening strategies within the Society 5.0 framework. (2) Identify ethical, adaptive, and human-centered

HR development models and strategies. (3) Provide policy and practice recommendations that support

sustainable HR strengthening in the digital era. The contributions of this study are both theoretical and

practical. From a theoretical perspective, the findings are expected to enrich human capital theory with the

dimensions of Society 5.0 that combine smart technology and humanitarian values. From a practical

perspective, the research results can serve as a reference for policymakers, educational institutions, and

business organizations to build a resilient, innovative, and inclusive HR ecosystem

This study not only fills a gap in the literature but also provides an empirical basis for human resource

transformation in the Society 5.0 era, ensuring that technological advancements align with human progress. As

cyberspace (cyber-physical integration) to achieve sustainable social welfare (Cabinet Office of Japan,

2018). This paradigm positions humans not merely as users, but as the center of innovation, allowing

technology to function as an enabler for achieving social and environmental goals. According to Fukuyama

(2018) in Japan Spotlight, Society 5.0 envisions a super-smart society where technologies such as Artificial

Intelligence (AI), the Internet of Things (IoT), and Big Data are utilized to address complex social issues, such

as population aging, economic inequality, and environmental degradation, without sacrificing human values.

From a technological and governance perspective, the Hitachi Review (2017) emphasized that Society 5.0

differs from mere digital transformation because its orientation is not on accelerating automation for the sake

Several recent studies distinguish Society 5.0 from Industry 4.0. While Industry 4.0 focuses on efficiency,

automation, and supply chain optimization, Society 5.0 shifts its focus toward social and environmental

values. Shiroishi et al. (2018) in Sustainability explain that Society 5.0 prioritizes the humanization of

technology, where innovation is directed toward creating a balance between economic growth and equitable

distribution of prosperity, while promoting ecological sustainability. This approach aligns with the concept of

ethics-by-design, which integrates ethical principles from the technology design stage to ensure data security,

individual privacy, and inclusivity.

Society 5.0 is not simply a technological continuation of the industrial revolution, but a socio-technological

transformation that demands synergy between digital innovation and visionary public policy. Its success

depends on the ability to create adaptive and collaborative governance mechanisms, where all stakeholders are

generate economic value. However, digital transformation has given rise to a new concept: digital human

capital, which integrates technological mastery with soft skills such as creativity, empathy, collaboration, and

adaptability (Bai et al., 2022). This concept is relevant to addressing the challenges of an increasingly dynamic

job market, where competitive advantage rests not solely on technology but on the ability of people to utilize it

ethically and innovatively.

The World Economic Forum (2025) projects that approximately 44% of current job skills will be impacted by

disruption within the next five years. This finding demonstrates the urgency of targeted reskilling and

upskilling strategies to prepare workers for new job demands. Hasan et al. (2024) in their study emphasized

that the effectiveness of skills transformation is highly dependent on a supportive organizational environment,

relevant training programs, and a culture of continuous learning. Without this support, the competency

retention—can result in more accurate and proactive decision-making.

This development is also supported by a study by Qin et al. (2023), which maps the application of AI-based

talent analytics and big data to support real-time HR decisions. Predictive analytics enables early detection of

leadership potential, individual career planning, and identification of specific training needs (Prikhat et al.,

2023). Thus, HR strengthening is not merely reactive but also proactive, data-driven, and tailored to

organizational needs. However, the use of AI in HR management faces ethical and governance challenges.

Robert et al. (2020) emphasize the importance of the principle of algorithmic fairness in AI system design to

avoid bias and ensure a fair distribution of opportunities. Failure to maintain transparency and accountability

can undermine employee trust and negatively impact organizational performance.

Overall, strengthening human resources in the era of technological disruption requires a multidimensional

approach that combines technological mastery, soft skills development, continuous learning, and ethical

governance. Collaboration between the education sector, the business world, and the government is crucial to

2024) to adaptive training systems that tailor content and learning methods to the specific needs of each

employee (Li & Zhao, 2023). Furthermore, performance appraisals can now be conducted based on real-time

analytics, enabling managers to make quick and objective decisions, as well as personalized career

development through data analysis of individual competencies and preferences (Mutiara et al., 2024).

Recent literature confirms that machine learning in talent management significantly improves the accuracy of

strategic decision-making and reduces subjective bias in promotion and performance appraisal processes

(Ghosh & Rai, 2023). This aligns with findings by Sánchez et al. (2024), which show that predictive

algorithms can identify high-potential talent up to 30% faster than traditional methods. However, this

transformation is not without challenges. Perceptions of unfairness often arise when algorithms are not

transparently understood by employees (Zhang et al., 2024). Data security risks are a critical issue given the

merely technical issues, but also a transformation of values, governance, and ethics. Successful implementation

requires a combination of technological innovation and human-centric organizational policies, so that the

transformation process can be inclusive, equitable, and sustainable.

fail to link the application of these technologies to the human-centered vision that is the essence of Society 5.0

(Cabinet Office of Japan, 2018).

accountability, and data protection (Floridi & Cowls, 2022; Hernández, 2024). (3) Is implementally relevant,

so it can be adapted by the government, the private sector, and educational institutions to address the

This research seeks to fill this gap by formulating a conceptual model for strengthening human resources based

on Society 5.0, combining the principles of human-centered innovation with the ethical and sustainable use of

the dynamics of the era of technological disruption.

Furthermore, national and international conference proceedings were used as a supplement to capture the latest

findings and conceptual innovations that have not yet been widely published. Official documents from