The rapid maturation of cloud computing, artificial intelligence (AI), analytics and mobile technology, accelerated further by the COVID-19 pandemic, has compressed nearly a decade of planned digital adoption in Human Resource Management (HRM) into a few years, particularly in the Indian corporate context. Indian organisations, ranging from large IT-enabled services firms to small and medium enterprises, are increasingly replacing paper-based and transactional HR processes with integrated Human Resource Information Systems (HRIS), AI-enabled recruitment platforms, people analytics dashboards, and employee self-service applications. This paper examines the current trends shaping the digital transformation of HRM in India, including e-recruitment and applicant tracking systems, AI-based candidate screening, HR analytics and predictive workforce planning, cloud-based HRIS and Human Capital Management (HCM) suites, learning management systems, employee experience platforms, and remote and hybrid work enablement tools. It further identifies the principal challenges confronting Indian organisations in this transition, namely digital-skill gaps among HR professionals, resistance to change, data privacy and cybersecurity concerns, integration difficulties with legacy systems, budgetary constraints in small and medium enterprises, and ethical questions surrounding algorithmic decision-making. Drawing on peer-reviewed academic literature and industry reports, the paper adopts a descriptive-analytical approach to synthesise the state of digital HRM in India and to project future directions, including the growing role of generative AI in HR, greater emphasis on employee well-being analytics, the rise of skills-based and gig-integrated workforce models, and the need for a robust regulatory and ethical framework governing HR technology. The paper concludes that while digital transformation offers Indian organisations substantial gains in efficiency, decision quality and employee experience, its long-term success depends on parallel investment in human capability, data governance and change management.