Abstract:
COVID-19 has impacted the world at an unimaginable level.
National lockdowns were ordered to reduce the virus' spread,
resulting in enforced remote working for non-essential workers.
Initially considered a short-term situation, working remotely
remains the norm for many. While many organizations are keen
for the workforce to return to the office, others consider the benefits
of remote, or hybrid, working. With remote working becoming
the ‘new normal’ it is vital to consider its impact on employee
engagement and the role of HRD in ensuring employees and managers
have the skills, knowledge and abilities to engage with the
organization, teams and each other. The constant threat of future
variants (and other economic and political pressures) means we
must learn from our experiences and embed these lessons. We
explore these unprecedented changes in employee engagement
through an informed discussion by reviewing academic and practitioner
literature. Consequently, we offer three propositions reflective
of the pandemic and ‘enforced’ remote working. First, include
employees in discussions about the organization’s future purpose,
with a renewed focus on skills realigned to enhance resilience.
Secondly, toffer customized practices that focus on flexibility and
inclusivity. Finally, increase employees' autonomy to allow accountablity
for their engagement.
