The present study was conducted based on the paradigm of pragmatism and followed an inductive–deductive approach. To achieve its objectives, an exploratory mixed-methods design (qualitative–quantitative) was employed. In terms of purpose, the study is applied–developmental, aiming to design and validate a localized model of digital strategic human resource management (DSHRM) in public institutions of Iran—a model tailored to the specific conditions of governmental structures in the country, bridging the gap between global theoretical frameworks and local requirements. From the perspective of data collection, the study was non-experimental (descriptive) and carried out through a cross-sectional survey. In the qualitative phase, data were gathered through semi-structured interviews with 12 senior managers, human resource directors, and IT managers of the Foundation of the Islamic Revolution (Bonyad Mostazafan), using purposive sampling. In the quantitative phase, the statistical population consisted of managers and experts of the Foundation, from which 130 participants were selected via simple random sampling, using Cohen’s power analysis formula and G*Power software. For data analysis, thematic analysis with MAXQDA software was used in the qualitative stage, and partial least squares (PLS) method with SmartPLS software was applied in the quantitative stage. The findings indicated that digital leadership, technical infrastructure, and managerial infrastructure of digital transformation directly affect digital HRM processes and both financial and non-financial performance. Moreover, operational HR dimensions—including digital recruitment and selection, digital development, digital retention, and digital deployment—systematically lead to the realization of DSHRM. The novelty of this research lies in presenting a comprehensive, combined, and validated model for Iran’s public institutions—unlike previous studies that were limited to specific dimensions or industries—and empirically examining the impact of these dimensions on organizational performance