Understanding the Talent Management Intricacies of Remote Cybersecurity Teams in Covid-19 Induced Telework Organizational Ecosystems

Abstract

The unanticipated disruption triggered by Coronavirus, also known as COVID-19, has accelerated the shift to virtual workplace ecosystems for employees in the government, business, and the military. The accelerated move to whole organization telework has also created new complex challenges around managing cybersecurity risks. Complex business and governmental organizational ecosystems have several significant and critical job tasks around cybersecurity. These roles have the involved responsibility of functioning as effective teams to handle incident responses, intrusion evaluations, crisis management, crisis communications, forensic data examinations, malware analyzations, firewall assessments, penetration testing, disaster recovery, emergency response planning, risk management, human factor analyzation, training assessment, and active network monitoring. This qualitative research study explores the nuances of employee engagement, organizational development, and the management of virtual and remote cybersecurity teams in ways that enhance complex business and organizational ecosystems in the world of professional practice.

COVID-19-Related Changes in Perceived Household Food Waste in the United States: A Cross-Sectional Descriptive Study

“…The COVID-19 pandemic has resulted in substantial changes in childcare circumstances and employment and working conditions, with a considerable shift toward tele-work ( Figure 1) [30]. In this study, 45.6% of household food purchasers reported that at least one adult in their household substituted all of their in-person work with telework, 26.9% reported that at least one adult substituted some of their in-person work with telework, and 27.5% reported that no adults in their household substituted their in-person work with telework.…”

Managerial adaptability and business strategic change in age of COVID-19

“…] in organizations where teleworking is officially allowed, it is seldom used as a standard strategy but more as a form of crisis management in order to be able to cope [. COVID-19 caused organizations that previously chided teleworking to react and hastily strategize, migrate and adapt to teleworking (Burrell, 2020). In comparison, organizations that already had telecommuting policies, along with the infrastructure and technology in place for teleworking, were better positioned to respond to the telework mandate (Burrell, 2020).…”

“…COVID-19 caused organizations that previously chided teleworking to react and hastily strategize, migrate and adapt to teleworking (Burrell, 2020). In comparison, organizations that already had telecommuting policies, along with the infrastructure and technology in place for teleworking, were better positioned to respond to the telework mandate (Burrell, 2020). However, the underlying commonality is that COVID-19 globally challenged every industry and organization with unprecedented hardships.…”

“…Darrell Burrell Self-Reflection Leadership Unplanned Circumstances Adaptability Assessment (Burrell, 2020)…”

Organizational Development Intervention on the Impact of COVID-19 on a Mental Health Medical Group in the USA

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