Strategic flexibility analysis of HRD research and practice post COVID-19 pandemic. Issue 4 (7th August 2020)

• Record Type: Journal Article
• Authors: Yawson, Robert
• Is Part Of: Human resource development international. Volume 23:Issue 4(2020)
• Page Start: 406
• Page End: 417
• Publication Date: 2020-08-07
• Subjects: COVID-19 pandemic -- meaning of work -- social distancing -- HRD research -- strategic flexibility; Manpower planning -- Periodicals; Personnel management -- Periodicals; 658.3124
• DOI: 10.1080/13678868.2020.1779169
• Languages: English
• ISSNs: 1367-8868

Abstract

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.