<![CDATA[This study aims to analyze human capital resilience in the maritime shipping industry and reconstruct maritime human resource management (HRM) strategies capable of responding to digitalization, decarbonization, automation, and changing seafarer competencies. The research problem arises from the gap between the transformation demands of the shipping industry and the readiness, adaptability, and professional resilience of seafarers in responding to technological and regulatory changes. A qualitative exploratory approach was employed. Data were collected through in-depth interviews with 30 informants, comprising seafarers, ship officers, shipping company managers, maritime instructors, and academics, complemented by observations and document analysis. Data were analyzed thematically through data reduction, coding, categorization, interpretation, and conclusion drawing. The findings indicate that 83.3% of informants perceived digitalization as having significantly changed seafarers’ work patterns and competency requirements, while 76.7% identified digital competency gaps as a major challenge. Furthermore, 73.3% of informants considered competencies related to decarbonization and low-carbon energy technologies to remain insufficiently developed, while 70.0% emphasized the need to strengthen competencies in automation systems and data-driven technologies. The qualitative analysis identified four key dimensions of human capital resilience: digital adaptability, green competence, automation readiness, and continuous learning. These dimensions provide the foundation for reconstructing maritime HRM strategies based on reskilling, upskilling, continuous learning, and stronger industry–education collaboration. The study concludes that human capital resilience is a strategic determinant of seafarers’ employability, adaptability, and the sustainable competitiveness of the maritime shipping industry amid ongoing maritime transformation.]]>
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