Purpose The purpose of this paper is to investigate which sociocultural and work conditions have the potential to change international graduates’ career mobility intentions and encourage international graduates to stay in the host country when the initial intention was to leave the host country after graduating. Design/methodology/approach Data were collected via a web-based survey from international graduates and analyses suggest 129 (20 percent) of respondents changed their initial career mobility intentions. Data were analyzed using fuzzy-set qualitative comparative analysis. Findings Although previous studies report some pull–push factors such as attractive payment rates and work experience as being important in attracting potential workforce participants, these factors have no influence on changing the career mobility intentions of international graduates. In contrast, the work environment (WE) seems to be a strong condition for changing career mobility decisions. Results also reveal that the influence of sociocultural conditions on initial career mobility intention is more complicated than work conditions and varies from case to case. Practical implications The present study adopts the theoretical assumption that migration and mobility is a transition that forms over time and the findings suggest that international graduates’ global career mobility intentions depend on the WE. Therefore, government, higher education and industry development policy makers need to take this factor into account if they are interested in attracting and retaining global talent. Originality/value The majority of previous studies have focused on which push–pull factors encourage the recently graduated international student workforce to move or stay in a country while the current study argues which conditions have the potential to change initial career mobility intentions.

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PurposeThe purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.Design/methodology/approachThe study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.FindingsHRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.Research limitations/implicationsThe research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.Practical implicationsThe research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.Originality/valueThe research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.

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