Abstract
The huge shift to working from home during the pandemic presents both new and distinctive opportunities and challenges for global HR managers, and is set to change the way in which we think about equality and accessibility in the contemporary workplace. We are in an epoch of significant change that is shaping the future of work immeasurably.
The importance of external, contextual changes on organisational behaviour and in turn, HR practice/s cannot be underestimated (Johns, 2006), as we are currently in a period of not only vast change, but adaptation, in some instances also resistance.
The current context may be defined as volatile, uncertain, complex and ambiguous (VUCA), learnings from which need to be harnessed by organisations in order to move forward sustainably.
Organisations will need to develop potentially new forms of competitive advantage through their most important assets - people and their engagement in the organisations’ aims and objectives.
The importance of external, contextual changes on organisational behaviour and in turn, HR practice/s cannot be underestimated (Johns, 2006), as we are currently in a period of not only vast change, but adaptation, in some instances also resistance.
The current context may be defined as volatile, uncertain, complex and ambiguous (VUCA), learnings from which need to be harnessed by organisations in order to move forward sustainably.
Organisations will need to develop potentially new forms of competitive advantage through their most important assets - people and their engagement in the organisations’ aims and objectives.
| Original language | English |
|---|---|
| Type | Blog article |
| Publisher | University of Portsmouth |
| Publication status | Published - 18 Mar 2021 |
