COVID-19 has been a big reset to human resource (HR) processes. Organizations’ HR functions around the world have been working hard to effect a response that falls under four main headings: jobs and work continuity; physical health and well-being; need for mental health, resilience, family support and dealing with uncertainty; and remote work. Knowledge of whether and how these responses have been adopted by health organizations or their potential impact is scarce.
This paper discusses some of the HR strategies adopted or recommended for adoption by health systems/organizations with specific reference to the aforementioned HR response categories.
The evidence available illustrates that the HR responses adopted by health organizations are mostly in line with those adopted by organizations from other sectors, though not without some variances. The findings also suggest that COVID has acted as a “technological catalyst” for HR practices in health organizations.
The background readings that informed this study also helped to identify some literature gaps that could be addressed by future research and practice.
The state of the art presented in this paper may be of value to health leaders and health HR managers in further strengthening their responses to both pre-existing and post-COVID people-related challenges.
This work is timely considering existing literature gaps and the fact that the existing evidence gets outdated quickly as the emergency progresses.
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