Strategic flexibility analysis of HRD research and practice post COVID-19 pandemic

Abstract

While governments, intergovernmental organizations, non-profits, corporations are all aware that disruptions through pandemics and other natural bio-disasters like the COVID-19 pandemic can happen, barely are we proactive about them. Instead, we are always reactive. In a virtual Town Hall meeting of the Academy of Human Resource Development (AHRD) held on 9 April 2020, on the theme ‘How is the pandemic a game-changer for HRD?,’ the President of AHRD, Laura Bierema, challenged HRD scholars to determine the possible futures of HRD scholarship post-COVID-19 Pandemic. This article proposes the use of the Strategic Flexibility Framework (SFF) to determine the possible futures of HRD post-COVID-19 pandemic. I first discuss the SFF as a scenario planning and analysis tool. I then developed four scenarios of possible futures for HRD Research and Practice post-COVID-19 pandemic. These scenarios include the ‘Meaning of work,’ ‘Leadership,’ ‘Contactless Commerce & Education,’ and ‘Volunteerism.’ I conclude by discussing the important opportunities that can serve as intervention points for post-COVID-19 HRD theory, research, and practice.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 107 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.