This research aims to design a systemic model for managing innovation inertia in human resources at the General Department of Civil Registration of Sistan and Baluchestan Province. In terms of purpose, this study is applied, and in terms of methodology, it follows a mixed-methods (qualitative-quantitative) approach. In the qualitative phase, the Delphi method was employed to identify and validate the model components, with the consensus of experts in the fields of human resource management, digital innovation, and public administration. In the quantitative phase, data were collected through a researcher-developed questionnaire distributed among employees and managers of the organization. The validity of the instrument was confirmed through content validity (based on expert judgment), convergent validity, and discriminant validity, while its reliability was established using Cronbach's alpha coefficients and composite reliability (CR). Data analysis and testing of the conceptual model were conducted using structural equation modeling (SEM) with SmartPLS software. The findings indicated that four types of inertia—behavioral, cognitive, systemic, and skill-based—significantly contribute to increasing innovation inertia in human resources. Additionally, digital barriers were found to exacerbate this inertia, whereas digital human resources and technological skills demonstrated a mitigating effect. The structural model results revealed that innovation inertia exerts a strong negative influence on employees' innovative behavior and organizational agility. In contrast, these two variables positively enhance innovation outcomes in public services. The final model is a multi-layered and interactive framework that addresses inertia management through simultaneous interventions at behavioral, cognitive, structural, and digital levels. Finally, based on the findings, practical recommendations are proposed to reduce inertia and strengthen organizational innovation capacity and agility.