Research Article | Volume 2 Issue 6 (August, 2025) | Pages 126 - 133
Strategic Integration of Smart HR 4.0 Technologies and Digital Skilling Frameworks to Accelerate Inclusive Innovation and Entrepreneurship for Viksit Bharat 2047
 ,
 ,
1
Professor, School of Management and Commerce, Manav Rachna University, Faridabad
2
Research Scholar, FMS, Gurukula Kangri (Deemed to be University) Haridwar, Uttarakhand
3
Assistant professor, School of Business Management, Noida International University, Greater Noida
Under a Creative Commons license
Open Access
Received
July 5, 2025
Revised
July 16, 2025
Accepted
July 29, 2025
Published
Aug. 10, 2025
Abstract

The given conceptual research paper examines the strategic intersection of Smart HR 4.0 technologies and digital skilling frameworks to promote inclusive innovation and entrepreneurship with the view of achieving long-term development vision of India, which is Viksit Bharat 2047. The issue of human capital development in an environment of rapid digital transformation and Industry 5.0 innovative development can be reflected as a major source of the inclusive and sustainable economy. This research brings to light how HRM is starting to play a pivotal role not only as an administrator but as a strategic enabler with the help of artificial intelligence, automation, predictive analytics, and human-cyber-physical systems to increase the management of talent. At the same time national programs (Skill India, NEP 2020, and Digital India) are widening access to digital skills, either through upskilling and reskilling, or through literacy programs that target the nationwide workforce to ensure its preparedness to face the challenges of the future. The paper also looks at the role of inclusive innovation and entrepreneurial ecosystem, including how the disproportionate capability of reaching digital platforms, innovation hubs, and government-supported incubators can be used to empower the underrepresented communities, i.e. women, rural persons, and the same. Using international policy frameworks and national policy documents, the study suggests a conceptual model which combines Smart HR 4.0, digital skilling, innovation ecosystems and strategic human capital development within the macroeconomic and policy goals. The report ends that the transition to Viksit Bharat 2047 will involve ecosystem-based collective action between the public, the private and the academic sectors, a people centric yet tech enabled and inclusive model of transforming workforce. It is an embedded package that offers a vision of creating a robust, innovative, and just economy and makes India a leader of the global economy in this digital era.

Keywords
INTRODUCTION

Viksit Bharat 2047, the Indian vision of becoming a developed country by 2047 critically depends on ability to leverage technological innovation, and empower its human capital as well as create inclusive and sustainable entrepreneurial systems. In this regards, the digital skilling structures and Smart Human Resource Management (HR) 4.0 technologies merger strategy are no longer optional but necessary. With the rapid implementation of digital transformation in the economies of most parts of the world, due to artificial intelligence (AI), industry 4.0 and human-cyber-physical systems (HCPS), human resource development through national development is an inevitable and central component. With the advent of Industry 5.0, the demand of human-centric innovation, integrating the intelligent automation with empathetic design has only increased. The phenomenon of the emergence of generative AI tools, such as ChatGPT and DALL·E, is transforming industrial innovation and operational efficiency and, at the same time, brings a range of challenges associated with ethical, data management, and labor substitution (Sai et al., 2025). Such trends demand a new and advanced HRM strategy where it not only helps the digital implementation process, but also cultivates skills, imagination, and ethical judgement among the workforce body. Strategic Human Resources Management (SHRM) is already admonished to go beyond administrative support and turn into an essential ingredient of the innovation, competitiveness, and inclusive progress (Roy et al., 2025). Recents works place a classification of the AI adoption models into exploitive, exploratory, emancipatory, and expedient models reflecting various levels of AI maturity and employee involvement (Roy et al., 2025). Smart HR 4.0 is a link in a scenario like that, where the development of talents is connected with the transformation of organizations through AI, predictive analytics, and cognitive systems. As an example, human-cyber-physical systems (HCPS) involve the integration of humans and intelligent manufacturing systems; this is done by locating humans at the heart of the system via such models as human-in-the-loop and human-on-the-loop decision-making (Lou et al., 2025). This change highlights the necessity of reskilling the employees, emotional intelligence, and profound sophistication of new technologies. In addition to this, the diverse socio-economic background in India necessitates inclusive frameworks to fill digital divides and support entrepreneurship opportunities at all demography. According to research, entrepreneurship education can have great potential in helping the entrepreneurial intention and creation of jobs as facilitated by digital tools and innovation-based curricula in the study (Udekwe & Iwu, 2024). There are still obstacles however like infra structural constraints, funding problems and low institutional support, which slows down developments in developing economies. It is essential to fill in these gaps using effective HRM frameworks where an electronic sort of versatility improvement and the potential to foster entrepreneurship ought to be joined.

South Asian region, especially, has shown to be ready to embrace Industry 4.0 in different ways. On the one hand, such critical success factors as government policy, management support, and technology investment are well acknowledged; on the other hand, there are still eldercare skill gaps and financial limitations (Miah et al., 2024; Rana et al., 2025). Structured talent development models, which are popular in this environment, include the Harada Method (r) out of many more. The approach promotes self-reliance and goal setting of employees and can be effectively applied in the HRM frameworks to increase work engagement and professional resilience (Salvadorinho et al., 2024). Along with the developments, large gaps still exist in the full-integration of smart HR technologies and destiny-themed national levels of digital skills development. The literature in unison urges the need to have a more strategic, policy-driven, and ecosystem focused approach which will bring the stakeholders together including those in the government, the educational institutions, the startups, and the corporates so that the sustainable solutions can be co-created. Digital trust, inclusion and continuous upskilling ought to form the basis of these collaborative models so as to achieve equal representation in the digital economy. In support of this, the authors of the present paper strive to establish a conceptual framework, according which the HR 4.0 technologies, digital skilling strategies, and innovation-based entrepreneurship are connected to the national vision of Viksit Bharat 2047, which concerns the whole nation. Through a synthesis of multi-sectoral knowledge and identification of critical strategic leverages, the research adds valence to an emerging research field, which aims at making development of human resource central to transformation of India to a global competitive, inclusive, and sustainable economy.

 

Research Objectives

  1. To discuss how Smart HR 4.0 technologies will help to transform practices in human resources to build inclusive and sustainable development.
  2. To analyze how the concept of digital skilling frameworks affects innovation capacity, employability, and the entrepreneurial prospect in the case of India.
  3. To evaluate the ways in which strategic incorporation of HR 4.0 and digital skills can be used to fulfill national objectives in the Viksit Bharat 2047 vision.
  4. To determine opportunities and challenges in the rollout of HR 4.0-powered skilling and innovation ecosystems in varied sectors.
  5. To suggest a conceptual model between Smart HRM, digital transformation and entrepreneurship to stimulate inclusive economic growth.
LITERATURE REVIEW

Smart HR 4.0 Technologies and Digital Transformation of HRM

Industry 4.0 digitalization of the Human Resource Management (HRM) domain has resulted in Smart HRM 4.0 as a strategic change in the administrative process to smart systems with people in focus. This transformation (HR 1.0 to HR 5.0) focuses more on a People First approach and balancing automation and more human related innovation (Prabakar et al., 2025). Smart HRM incorporates artificial intelligence (AI), machine learning, Internet of Things (IoT), predictive analytics, and blockchain into basic HR practices to improve recruitment, performance management system and learning (Budagov & Trofimova, 2024; Seo (c) anac, 2025). These technologies will facilitate the development of cognitive HR systems, which will help make real-time analytics, AI-based personnel selection, chatbots, and workforce planning (Trofimova, 2024). The results of smart HRM have shown beneficial effects, e.g., greater employee participation, a decrease in turnover, and a rise in operational productivity (Sarkisian & Garafonova, 2025). Nevertheless, it cannot be easily implemented without several issues: cybersecurity-related threats, unwillingness to change, and age gaps in the workplace (Rajasshrie Pillai et al., 2021; S. Sudha & Singh, 2021). The change necessitates inclusive enhancement in digital skills in the working population, as well as savvy coordination between tech policy and HR goals (Aprillianti et al., 2025). Nevertheless, the use of Smart HRM is beneficial despite the lack of intent to interrupt the human role in complex decision-making; thus, more studies are needed to investigate how such tool can be complementary to humans (Bindra et al., 2025).

 

Digital Skilling Frameworks and Workforce Readiness

Digital skilling systems have been a staple of job and employment preparedness in the Industry 4.0 and 5.0 age. Skill India Mission, Digital India, NEP 2020 and Atmanirbhar Bharat are national initiatives in India that focus on future-ready skill development through inclusivity encompassing a multi-channel reach, as well as competence across socio-economic divides. These correspond with such international standards as the OECD digital competency frameworks which present key competencies required both in employability and digital citizenship. According to Love Kumar & Sharma (2025), there is a need to have strong digital preparedness tests, more so, in case of SMEs transforming to Industry 4.0. The same scenario is observed in the targeted framework in Malaysia and Pakistan which stresses regional requirements on curriculum relevance and infrastructure, as well as industry alignment (Zulhasni Abdul Rahim & Iqbal, 2025; Ali et al., 2024). Studies indicate that digital literacy and data fluency, upskilling and reskilling are essential in ensuring employability, especially in the field of public health, logistics, and communications (Iyamu et al., 2025; Gupta et al., 2021; Lee & Meng, 2021). The Digital Transformation Skills Framework provided by Bouwmans et al. (2024) presents an integrated overview of 44 sets of skills such as AI fluency, problem-solving, and entrepreneurial thinking. Although Digital skilling can make the workforce more agile and innovative (Sharma et al., 2024), marginalized audiences still have significant accessibility barriers, which require a more inclusive policy and the ability to train in adaptations (Taryaningsih et al., 2025). Digital resilience in any sector is critical to continue with exercising continuous learning.

 

Inclusive Innovation and Entrepreneurial Ecosystems

Inclusive innovation and entrepreneurial ecosystems (IEEs) are fundamental to opening the door to equitable access to the digital and entrepreneurial economy. These ecosystems advance access to skills, digital platforms, and innovation resources to the people lacking representation i.e., rural, population, women, and marginalized communities (Khanna, 2024). Successful IEEs turn their focus on compassionate leadership, collaboratively created programming, and design thinking to ensure that support structures are created to meet the various needs of the community (Bendickson et al., 2025). Such programs as Startup India and Stand-Up India represent the governmental interest in making the country more inclusive and entrepreneurship-friendly, both on a financial and institutional front. The second manner is that universities provide setting material, social and cultural features in entrepreneurial instruction (Hindarsah et al., 2025). Localized approaches that combine natural capital and socio-economic situation are required in geographically isolated or low-density places (Almeida & Daniel, 2025). Digital entrepreneurial ecosystems that encourage innovation centers are the main factors determining the status of entrepreneurship and women in various societies as the level of activity regularly depends on the institutional norms and supports (Huang et al., 2025). IEEs overlap with such concepts as sustainability by creating digitally equity and socially responsible business models. Examples of case studies such as Taobao villages in China illustrate how inclusive innovation can empower the Bottom of the Pyramid entrepreneurs, better value chains, and lead to development in that region (Zhao et al., 2021). These observations highlight the importance of embracing the idea of inclusive, adaptive, and collaborative methods of innovation-driven development.

 

Strategic Human Capital Development for National Growth

Development of strategic human capital is also a critical element towards realising national economic growth and any long-term national development agenda including Viksit Bharat 2047. The process of aligning human resource development to macro-economic goals needs strategy, institutional partnership and capacity building. Under the influence of the sociotechnical system theory, the HRM implementation avenues become ethical in the technologies utilization, and embracing the work force (Zhang et al., 2025). Shevchenko & Omelyanenko (2025) suggest a strategic HR model to support innovation, a change in education, and the competitiveness on the global scale, primarily in the knowledge economy. Based on the resource-based view (RBV), strategic HRM contributes to the sustainable competitive advantage because of investing in training and digital tools and employee well-being (Ameera Fares Hamed et al., 2024). Capability theory also focuses on ambitious policies and lifelong learning in order to tackle the potential of the workforce (A. Abubakar et al., 2024). Schools, such as universities have to consider teaching curriculums based on national priorities to present qualified specialists in the sphere of science, technologies, and innovations, as it has been highlighted in the South African environment (Sebola, 2022). The human capital accounting systems also require integrated metrics in education, health and labor force participation to meet the global inequities (Chen et al., 2025). Research cases in various areas demonstrate that strategic Hr activities drive engagement of employees and lead to diversification of economies (Ahmed et al., 2025; Alolayyan et al., 2021). These insights point to the importance of HRM in the actualization of India demographic dividend and long-term transformation of Viksit Bharat.

 

Policy Integration and Vision for Viksit Bharat 2047

Policy integration is a significant advancing course of action to the process of India-Viksit Bharat 2047 to realize inclusive prosperity, technological innovation, and how to sustainably grow to gain Indian Independence in the coming 100 years in the centenary of 2047 India Independence (Singh & Chhering, 2024). This vision needs to be achieved through coordination in sectors: to interconnect HRM, digital skilling, and innovation systems through a multi-stakeholder system. The strategies developed by NITI Aayog, the Union Budget, and the Digital India project are national policy documents that emphasize the significance of empowering citizens by means of education, entrepreneurship, and the use of advanced technologies (Dan, 2024). According to Vince et al. (2024), to achieve such integrative visions, institutional capacities in coordination, accountability, and aligned resources among various levels of governance are important. Based on the practices of other countries, including Germany and its Energiewende, participatory governance, reflexivity, and ecosystem collaboration move to the list of key contributors to sustainable policy integration (Radtke, 2025). In addition, holistic policy packages-e.g., teacher training in connection to NEP 2020 and National Credit Framework help in streamlining education with the human capital to be acquired in the long term (Pandya, 2024). The implementation of human-machine collaboration in the form of digital twins and AI in the context of the industry 5.0 is one more aspect of the policy-technological synergy (Kovari, 2025). All of these frameworks emphasized the importance of harmonized policy design, collaboration of public-private-academic sectors, and rights-based development model to manifest the Viksit Bharat 2047 agenda (Jameel, 2025; Birner et al., 2024).

 

Gaps Identified in the Existing Literature

Although the literature on combining smart technologies and digital skilling as well as inclusive innovation has increased, there is a substantial research gap in the knowledge of how the three elements can be strategically integrated in delivering national development objectives including Viksit Bharat 2047. Although some studies have pointed out the promise of Smart HR 4.0 technologies and digital skilling frameworks separately, few studies are available on how it can work collectively to create an inclusive entrepreneurship environment as well as sustainable innovation ecosystems. In addition, majority of the current models do not put such integrations into context within the Indian socio-economic environment that consists of a varied population pool, geographical inequalities, and systemic labor issues. There is also not much research conducted in how human-centric design can be used to align technology to local development interests as well as the capacity of the underrepresented population. Moreover, the current frameworks do not focus on how the multi-stakeholder teams can be organized in the government, industry, and academia to support long-term investment into human capital and innovation-driven growth. The inability to develop a model of cohesive policy and the model of strategic implementation contributes to the significance of conducting this study. Therefore, this study attempts to address the highlighting gap through proposing a comprehensive, situational approach that draws a connection between Smart HRM, digital skilling, inclusive innovation, and strategic human capital development towards the vision of Viksit Bharat 2047 by India.

 

Conceptual Framework

The conceptual diagram that demonstrates the “Strategic Human Capital Development” Framework is the basis of architecture of the presented research Paper. This framework captures a multidimensional approach to developing human capital in the context of linking five interconnected elements, namely Smart HR 4.0 Technologies, Digital Skilling Frameworks, Inclusive Innovation & Entrepreneurial Ecosystems, the Vision of Viksit Bharat 2047 and core axis of Strategic Human Capital Development.

The framework rests on Strategic Human Capital Development, being one of the main pillars that enhance India to a more inclusive and technology-driven economy. The transformation is successful based on the fact that human resource strategies should match with the new trends in technology, national growth agendas, and inclusive paradigm of innovation.

 

Fig.01 Strategic Human Capital development Framework

 

The first crucial junction is Smart HR 4.0 Technologies consisting of AI, automation, and machine learning. They are transforming the role of the HR departments by: making the hiring process more efficient, improving performance management and boosting engagement with the help of predictive analytics and adaptive learning systems. Incorporation of these tools into HR strategies allows the organizations to develop flexible, data-sensitive, and future-positioned workforces.

Digital Skilling Frameworks is the second part that involves providing the workforce with skills on reskilling and upskilling in digital literacy in the future. These models are critical towards enhancing employability and job readiness within a framework of Industry 4.0 and 5.0. They provide the linkage between technology and talent, so that people are able to adjust and to flourish in fast-changing labor markets.

The third pillar is Inclusive Innovation & Entrepreneurial Ecosystems that enable the inclusion of underrepresented populations, namely the rural population, women, and marginalized communities. This component allows ensuring that the entrepreneurship and innovation process are democratized, which results in a more equitable growth through the government programs, startup incubators, and innovation hubs.

 

The fourth is the Viksit Bharat 2047 Vision, a summation of India in terms of national ambitions that are long-term-based, with a focus on inclusive and sustainable, as well as technology-led growth. The development of strategic human capital in the context of ensuring that demographic dividend of India is maximized by ensuring skills are aligned and such workforce actively engage in economic activity is at the heart of this vision. These elements in combination constitute an integrated strategy. The framework offers an all-encompassing framework towards developing a stable and future-resistant workforce, which is central to the success of the dreams of Viksit Bharat 2047, with the integrated application of smart HR technologies, strong digital skilling systems, inclusive models of innovation, and convergence with national development priorities.

DISCUSSION AND ANALYSIS

This research, its discussion, and analysis point to a major factor of the strategic combination of Smart HR 4.0technologies and digital skilling system, which is driving inclusive innovation and entrepreneurship development in line with the Viksit Bharat 2047 vision. The combination of artificial intelligence, automation, and machine learning with human-focused HR approach ushers a paradigm shift in the identification, development, and retention of talent. By using digital skilling solutions such as reskilling, upskilling, and digital literacy, the labor market is being ready to support new positions in the industry 4.0 and 5.0 environments. In addition, the inclusion of marginalized and underrepresented populations in the initiatives of innovation through the inclusion of incubators, innovation hubs, and government support programs provide ways through which the marginalized and underrepresented in the population participate in economic and entrepreneurship-related activities. The system interactively helps in building dynamic human capital which is necessary in sustained development and capacity of being globally competitive. Yet, the difficulties in the field, including differences in the quality of digital infrastructure, policy mismatch, and the unwillingness to adopt technologies, remain. Leverage these gaps by adopting strategic HRM, participatory policymaking, and public-private-academic partnerships will play an important role in securing that digital transformation can be translated into widespread socio-economic growth. The solution, which is a holistic, technology-aided and inclusive nature in the development of human capital, is not only necessary in the context it is timely in ensuring the ambitious visions of Viksit Bharat 2047 are achieved.

 

Suggestions and Policy Implications

  1. The study recommends using Smart HR 4.0 technologies, online skilling types, and all-inclusive entrepreneurship platforms to speed up the process of achieving Viksit Bharat 2047.
  2. The need is to make digital skills, i.e., cognitive analytics, data literacy, etc., a priority among policymakers to meet the HR and education system integration with AI and automation and machine learning.
  3. Future-ready skills and inclusive innovation policies reflected in such national initiatives as the Skill India or the Digital India and NEP 2020 are to be prioritized to empower marginalized groups, women, or rural youth by providing them access to the digital space and startup environments.
  4. The creation of the public-private partnerships, covering skill gaps, the stimulation of research-based entrepreneurship, scaling up of successful pilot programs at the national level is another area that should be established.
  5. There is need to make changes in governance to have a better coordination between ministries, industries and the educational institutions, introduction of result-oriented performance measures and upgradation of curricula to the requirements of the industries, on a regular basis.
  6. The government schemes must be more flexible and must take every community and region into consideration without leaving them out of the digitalization which is much needed to create a resilient, inclusive, and innovation-driven economy in 2047.
CONCLUSION

Strategic deployment of smart HR 4.0, digital skilling architecture and inclusive innovation ecosystems are vital in realizing India into Viksit Bharat 2047 faster. This study presents the importance of converging the potential of artificial intelligence, automation and best HR practices with fully integrated digital skill development to enhance the preparedness of the workforce as well as its national productivity and socio-economic inclusion. With the alignment of the national development visions like Digital India, Skill India and Atmanirbhar Bharat with the human capital strategies, organizations and institutions can be capable of cultivating entrepreneurial attitudes, creating innovation-based economies as well as shaping the development of strong and inclusive communities. As shown in the study, entrepreneurship and innovation, especially innovation with the inclusive nature of incubators, government-led startups missions, and regional innovation hubs, could close the systematic gaps and empower underrepresented groups, who are primarily women, rural youth, and disadvantaged populations. In addition, the framework has a solution to the demographic dividend challenge, which implies stressing the long-term capability building, strategic human resource planning, and flexibility models of HRM. Policy integration is identified as a key role to support ecosystem-wide partnership supporting maximum collaboration among academia, industry and governance. The study also highlights the need of responsive, human and digitally fluent HR ecosystems to overcome such disruptions as the Fourth Industrial Revolution and post-pandemic uncertainties. The last thing, in order to celebrate the dream of Viksit Bharat 2047, the future-oriented, inclusive, and technology-based human capital development approach is necessary that not only contributes to economic growth, but also to equity, sustainability, and empowerment of all people. The integrated model provides a blueprint of change in the socio-economic structure of India.

 

Limitations of the Study

  • The research mainly remains conceptual and needs no empirical positive support by real-life data or case study.
  • It is specific to the Indian setting in that its transferability to other countries or regions decreases.
  • The framework has readied a lot on the secondary data that might miss the dynamic challenges on the ground.
  • The assumptions made in the framework can become senescent as a result of rapid technological change.
  • The research did not directly involve the viewpoint of stakeholders including employees, entrepreneurs, and policymakers.
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