What is it about?
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.
Photo by CDC on Unsplash
Why is it important?
COVID-19 and the associated reactionary problem-solving mechanisms that have been put in place and continue to be put in place are what will drive HRD research and practice in the next normal. In anticipation, I have 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.’ These scenarios are statements of how the COVID-19 pandemic could shape some critical HRD functions and the logical consequence for new HRD research and practice requirements.
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This page is a summary of: Strategic flexibility analysis of HRD research and practice post COVID-19 pandemic, Human Resource Development International, June 2020, Taylor & Francis,
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