Introductory Chapter: Conceptualising Human Resource Management in the Context of the New Normal

This chapter presents an introductory overview of the outline of the book volume. This chapter provides an overview of critical issues in understanding the dynamics in managing human resources in the new normal working context. This chapter proposes a fresh and relevant conceptualisation of managing human resources in the new normal context. This chapter also provides an outline of the core themes and focus areas of the various subsections of the book and contributing chapters. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Sustainable talent pipelines and person-organisation fit: strategic insights from UK graduates

PurposeDrawing on a framework of person-organisation fit (POF) theory, this paper aims to understand how organisations can establish and maintain sustainable early-career talent pipelines. Research question one asks, "How do graduates feel that organisations can attract early-career talent?” Research question two asks, ‘What can employers learn from graduate perspectives about the retention of early-career talent?Design/methodology/approachTwenty-eight graduates from UK universities participated in semi-structured interviews in early 2022. Cohort one was composed of 15 individuals who graduated in 2008. Cohort two was composed of 13 individuals who graduated in 2020.FindingsThe findings identified two themes associated with attracting early-career talent: "Company Culture” and "Supply and Demand”. However, 2020 graduates prioritised the job role and job security, whereas 2008 graduates prioritised job location and commute duration. Three additional themes were related to the retention of early-career talent: "Career Progression”, "Health and Well-being” and "Remuneration”. Findings also highlighted how POF could evolve over time, whereby retention can be beneficial or detrimental to either party.Practical implicationsThe study identifies pragmatic approaches to attracting and retaining early-career talent and understanding how graduates' views on POF evolve over time.Originality/valueThe study extends POF research and bridges the shared sustainability themes of "person”, "context” and "time” from vocational behaviour and HRM literature streams.

Triaging your human capital: an integrative perspective on strategic human capital asset allocation: MRN

PurposeThe purpose of this paper is to provide an overarching framework to guide the understanding of the allocation and deployment of strategic human capital assets within an organization. Using the concept of medical triage with business units analogous to "patients” and their performance to "symptoms or injuries,” the framework suggests a "steal from the poor” perspective that is counter to conventional organizational decline literature.Design/methodology/approachThis is a conceptual paper proposing that there are five different categories of business unit need for human capital assets: expectant, deceased, immediate, delayed or minimal;all based on the type of environment and holistic performance of the business unit. Based on a business unit's specific situation, the authors suggest a process model guiding how to conduct a triage analysis to optimize the allocation of strategic human capital assets within an organization.FindingsThe authors argue that current trends in assessing strategic human capital assets which make comparisons across organizations are necessary but insufficient (e.g. comparing a store to other stores in its district or region). Each business unit has its own unique internal capabilities and external constraints that also must be accurately assessed to make an informed organizational-level decision about where and how to deploy strategic human capital assets.Originality/valueBorrowing from medical science, this paper demonstrates a new conceptual framework with propositions for researchers and guidance for practitioners.

Strategic human resource management in the context of environmental crises: A COVID-19 test

This article explores the gaps in strategic human resource management (SHRM) research exposed by the COVID-19 pandemic in order to guide future SHRM research in the context of environmental crises. Using evidence from Danish companies and public organizations collected using a mixed-methods sequential design, we discuss whether existing SHRM frameworks can adequately frame and deliver the academic knowledge needed to address the novel challenges posed by the pandemic. We formulate guidelines for future research that will shape discussions of the role of SHRM in building organizational resilience in the face of environmental crises. © 2023 The Authors. Human Resource Management published by Wiley Periodicals LLC.

What innovations would enable the tourism and hospitality industry in the Caribbean to re-build?

Purpose The purpose of this article is to identify the opportunities for resetting Caribbean tourism along the lines of sustainability, the use of SMART technology and social inclusion so that it benefits all of its stakeholders. Design/methodology/approach This is a conceptual paper that draws on research about the limitations of Caribbean tourism and the emerging needs of tourism stakeholders in the wake of the Covid-19 pandemic. Findings The paper proposes five areas of focus - educating smartly, becoming a smart and strategic employer, using technology smartly to identify value and values of internal and external customers, thinking, buying, using sustainably and connecting the dots in joined up government. Research limitations/implications The paper draws on current research on problems associated with pre-pandemic tourism and proposes ways that these can be addressed. It utilizes the service-profit chain model to identify the relationships between internal and external service value. Practical implications Caribbean tourism interests have the choice of using the pandemic as an enforced pause or an opportunity to reset. This paper assumes the latter choice and makes specific recommendations for private and public sector interests to shape a sector that is socially inclusive and sustainable and that incorporates smart technology. Social implications The Caribbean is the world's most tourism dependent region but a critical examination indicates that the pursuit of tourist numbers and dollars has come at a cost to local residents. The paper utilizes the new three Ss of smart destinations, social inclusion and sustainability to recommend ways in which tourism can better serve the region and a new generation of tourists. Originality/value Tourism in the Caribbean has grown exponentially but not always in a way that benefits all of its stakeholders. Covid-19 forced a cessation of most activities and created an opportunity to rethink tourism. This paper recognizes that the changing needs of external and internal stakeholders must be considered if tourism is to be successful and sustainable, and proposes five overlapping and important innovations.

Strategic human resource management in the era of environmental disruptions

This article—which serves as an introduction to the special issue of the role of (strategic) human resource management (HRM) in the era of environmental disruptions—summarizes previous research, introduces articles related to this special issue, and provides suggestions for future research in the area. This special issue intends to advance HRM research by putting it in the context of disruptive environments, aiming to deepen our theoretical and empirical knowledge about the role of HRM in these disruptive environments, and provide insights to managers and policymakers who must deal with current as well as future disruptions in extra-organizational environments. The different sections of this introductory paper are structured from the perspective of an individual (“How can HRM help individual employees cope with environmental disruptions?”), an organization (“How can HRM help organizations be more resilient against environmental disruptions?”), and a community/societal perspective (“How can HRM help the community being affected by environmental disruptions?”). We conclude by proposing several research ideas and practical implications for human resource professionals that would enable them to deal with individual employees, their organization, and the community in times of environmental disruptions. © 2022 The Authors. Human Resource Management published by Wiley Periodicals LLC.