The study focuses on understanding the moderation effect of organizational agility in the impact of digital HRM system and digital transformation on HR efficiency in organizations intending to excel in the digital era. This study examines the association between digital HRM systems, digital transformation, and HR efficiency, considering the moderating role of organizational agility. Based on the study model, the authors proposed five hypotheses to be tested in this study. They adapted the study instrument based on quantitative descriptive approach and distributed 500 questioners to collect 385 responses. The study’s findings reveal that both digital HRM systems and digital transformation impact HR efficiency. The significant findings were that digital HRM systems (β = 0.456, p < 0.001) and digital transformation (β = 0.194, p = 0.006) have a positive and significant impact on HR efficiency. In addition, organizational agility serves as a moderator in the relationship between digital HRM systems and HR efficiency (β = 0.154, p = 0.025) but has no effect on the relationship with digital transformation (β = − 0.075, p = 0.248). This study contributes to the literature by demonstrating the role of digital HRM systems and digital transformation as key organizational resources that enhance HR efficiency. It also highlights how organizational agility and digital capabilities serve as dynamic resources, contributing to an organization’s adaptability and sustained competitive advantage. The future research directions and limitations are presented at the end.

The study assesses how effectively succession planning and talent management facilitate the establishment of organizational agility, as well as the moderating influence of organizational learning in the context of Saudi-based banking and finance sectors. Based on the Resource-Based View theory, the study indicates that learning culture and human capital are very important as primary sources of competitiveness in turbulent environments. A stratified sampling was used in the data gathering of 400 respondents and the partial least squares structural equation modeling (PLS-SEM). The result shows that there is a positive and statistically significant relationship between succession planning and organizational agility, and, therefore, a consistent stream of leadership makes an organization more adaptable and resilient. On the other hand, talent development was negatively correlated with agility, which implies that the existing training practices do not match agility needs. Representatives of organizational learning moderated the succession planning–agility, leadership readiness, and adaptability relationship in a positive manner, but moderated the talent development–agility relationship in a negative manner, which implies that the organization has a disconnection between learning and talent strategies. It highlights the necessity to redesign HR practices to make them agile, promote the development of adaptive leadership and a culture of learning, and introduce flexible talent policies. This knowledge adds to the theoretical discussion of the dual nature of organizational learning as a facilitator and constraint as well as providing practical ways to enhance competitiveness in dynamic financial markets.