<abstract xmlns="http://www.w3.org/1999/xhtml"><bold>Objective:</bold> The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic.<bold>Methodology:</bold> The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources.<bold>Findings:</bold> The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches.<bold>Value Added:</bold> This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic.<bold>Recommendations:</bold> The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.</abstract>

Objective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic.Methodology: The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources.Findings: The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches.Value Added: This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic.Recommendations: The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.

Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

Wroclaw University of Economics and Business

Journal of Intercultural Management

This work is licensed under the Creative Commons Attribution 4.0 International License.

{"article-title":"Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19"}

Objective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote...

Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

Data publikacji: 31 gru 2020

Zakres stron: 70 - 90

DOI: https://doi.org/10.2478/joim-2020-0052

Słowa kluczowe
COVID-19, pandemic, HR challenges, remote working, reskilling, well-being

© 2020 Sylwia Przytuła et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

Data publikacji: 31 gru 2020

Zakres stron: 70 - 90

DOI: https://doi.org/10.2478/joim-2020-0052

Słowa kluczoweCOVID-19, pandemic, HR challenges, remote working, reskilling, well-being

© 2020 Sylwia Przytuła et al., published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.

Słowa kluczowe
COVID-19, pandemic, HR challenges, remote working, reskilling, well-being