This study investigates the adoption of Human Resource (HR) technologies among implementors in Gujarat, India, with a focus on strategic decision-making, compliance, and workforce analytics. Drawing on the Technology Acceptance Model (TAM) and Resource-Based View (RBV), the research explores how training, perceived usefulness, and organizational readiness influence technology uptake. Using a mixed-methods approach, including survey data and logistic regression analysis, the study identifies significant associations between training levels and confidence in data compliance, as well as between HR tech usage and strategic HR outcomes. Findings reveal that while operational HR functions are widely digitized, strategic applications remain underutilized, particularly in small and medium enterprises. The study also highlights sectoral disparities, with BFSI and manufacturing firms showing higher adoption rates. This study recognises certain limitations, most notably the possibility of sampling bias and the restricted dataset available for regression analysis. In its final section, the paper distils key policy and managerial insights, the importance of customised training schemes, sector tailored digital adoption plans, and inclusive HR technology policies that address the realities of informal and gig economy work. By grounding its discussion in empirical evidence from emerging markets, the research adds depth to the conversation on digital transformation in HR and advances a practical framework for aligning HR technology initiatives with strategic objectives.