Navigating the Paradigm Shift in HRM Practices Through the Lens of Artificial Intelligence: A Post-pandemic Perspective

Mer, Akansha; Virdi, Amarpreet Singh

doi:10.1108/978-1-80382-027-920231007

Cited by 34 publications

(4 citation statements)

References 69 publications

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“…[49] further referred to upskilling as when employees gain new skills to help in their current job responsibilities. In this post-pandemic era, employee upskilling will require the acquisition of digital capabilities, decision-making, complex cognitive skills, and lifelong learning skills [56]. Also, the requirement of upskilling builds on the current skill set, which involves continuous learning and education, which helps establish a culture of innovation, productivity, and a continuous learning mindset that typically entails collaboration across team networks to develop career paths that bridge the skill gap and improve proficiency in an area of specialization [57].…”

Section: (Iii) Upskillingmentioning

confidence: 99%

Understanding the Future Competitive Advantages of the Construction Industry

Aigbe,

Aigbavboa,

Aliu

et al. 2024

Buildings

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Technological changes (such as Construction 4.0) in an organization cause the workforce to exhibit resistance to change, job redundancy, etc. Geographical location will no longer provide a competitive advantage, but resources will be the source of competitive advantage in the future, and these resources will be intangible, valuable, and not be easily imitated. The aim of this study is to provide an understanding of the future competitive advantages of organizations in the construction industry that could help the construction workforce easily adapt to technological changes. This study is based on resource-based theory and the ADKAR change management model. This study developed an ADREKA sequence for organizations to achieve future competitive advantage during technological changes in the construction industry. Hence, building social, relational, and human capital is necessary during technological changes to achieve competitive advantage for an organization and foster workforce adaptability to change.

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Section: (Iii) Upskillingmentioning

confidence: 99%

Understanding the Future Competitive Advantages of the Construction Industry

Aigbe,

Aigbavboa,

Aliu

et al. 2024

Buildings

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“…HRM transformed due to the COVID-19 pandemic. The pandemic accelerated the adoption of technology, such as artificial intelligence (AI), and caused a change in working arrangements (Mer & Virdi, 2023), such as remote working that required variant skills in employees (Durai & Jose, 2022). Mer and Virdi (2023) posit that the pandemic also "led to a paradigm shift in HRM practices.…”

Section: Upskilling and Reskilling In The Post-pandemic Eramentioning

confidence: 99%

“…The pandemic accelerated the adoption of technology, such as artificial intelligence (AI), and caused a change in working arrangements (Mer & Virdi, 2023), such as remote working that required variant skills in employees (Durai & Jose, 2022). Mer and Virdi (2023) posit that the pandemic also "led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling, and upskilling towards new competencies, etc."…”

Section: Upskilling and Reskilling In The Post-pandemic Eramentioning

confidence: 99%

Upskilling and Reskilling for a VUCA World

Achoki

2023

GJSD

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Organizations are operating in a VUCA world, punctuated by volatility, uncertainty, complexity, and ambiguity. Recent technological developments have given rise to new jobs, new demands, new products, new processes, new work arrangements, and new methods of service delivery thus significantly disrupting workplaces and creating a need for new workplace skills. There is a growing anticipation of “new normals” characterized by skills revolutions, among other factors. Such a context poses serious challenges to human resource management in regard to developing and maintaining a competitive advantage amidst volatility, uncertainty, complexity, and ambiguity. The aim of this theoretical study was to assess the need for upskilling and reskilling and propose an organizational sense-response framework for upskilling and reskilling in a VUCA business world. The findings show that for any organization to ensure sustainability in the VUCA world, it must focus on its most valuable asset— its people. Organizations need to strategically develop employees’ skills based on organizational objectives. In such a dynamic world, people require competencies in different skills including but not limited to technological skills, self-management skills, social and cross-cultural skills, cognitive skills, entrepreneurial skills, and mastery of 21st century inter-disciplinary themes to exhibit good performance. The future of work is therefore likely to focus on continuous upskilling and reskilling people to be able to thrive amidst constant disruptions. The proposed framework shows that organizations need sensing and response capabilities for them to thrive amidst rapid change, especially in the external environment. The sensing capability ensures that organizations continually maintain awareness of external threats or opportunities. The response capability, on the other hand, ensures that organizations are able to determine how best they can adapt to changes, after assessing the relevance of those changes to their organizations’ current situations and long-term strategic objectives, as well as the possible benefits and threats of those changes.

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“…Despite these challenges, many non-formal education providers have continued to play a vital role in providing learning opportunities during the pandemic. For example, many online learning platforms have seen a surge in demand as people look for ways to upskill and reskill from home (Mer & Virdi, 2023;Sawant et al, 2022). Non-profit organizations have also been working to provide access to educational resources for underserved communities, including those without reliable internet access.…”

Section: Introductionmentioning

confidence: 99%

Best practices in the implementation of pandemic era learning in non-formal education institution

Adityo

Sudiran

Rachmayani³

et al. 2023

RADEN

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During the COVID-19 pandemic, institutions were forced to shift their teaching from face-to-face classes to online classes. In non-formal education, this means that there are different styles and approaches to teaching that are being employed without proper training or guidance as they are not following the general curriculum provided by the government. The research intended to assist non-formal education by validating their teaching and learning process during the COVID-19 period. The study follows the ADDIE (Analyze, Design, Develop, Implement, and Evaluate) model to analyze and give an evaluation of the teaching practice. The research is a form of community service assistance in determining the best practices for teaching language during a pandemic in Mayantara School Malang. The result is proposed as a reference for other non-formal education. The research resulted in best practices in managerial and teaching applications. The result is divided into three principal best practices, teaching approaches, cooperation, and material development. The non-formal education should understand these aspects well and further implement their teaching and learning activities to prepare for situations that may occur.

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Navigating the Paradigm Shift in HRM Practices Through the Lens of Artificial Intelligence: A Post-pandemic Perspective

Cited by 34 publications

References 69 publications

Understanding the Future Competitive Advantages of the Construction Industry

Understanding the Future Competitive Advantages of the Construction Industry

Upskilling and Reskilling for a VUCA World

Best practices in the implementation of pandemic era learning in non-formal education institution

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