Enhancing resilience in the Covid-19 crisis: lessons from human resource management practices in Vietnam

Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions

“…Nonetheless, it might be difficult to achieve it if organizations are not able to get this information, especially when they are in a reactive and survival mode, due to the novelty of this pandemic. Although challenging, enhancing organizational resilience is crucial to ensure the sustainability of the organization in COVID-19 era (Ngoc Su, Luc Tra, Thi Huynh, Nguyen, & O'Mahony, 2021). In fact, despite the uncertainty generated by this pandemic, organizations need to develop ingenious practices that can help to absorb and face disturbance that threatens their survival (Ngoc Su et al, 2021)…”

“…According to some authors, employee retention might represent another major challenge for organizations in the current context of this pandemic (Elsafty & Ragheb, 2020;Ngoc Su et al, https://doi.org/10.1017/jmo.2021.15 2021). Elsafty and Ragheb (2020) pointed out that during these hard times characterized by drastic and sudden changes, employment relationships might be damaged, leading to the possible dramatic decrease of employees' morale and an increase in turnover.…”

“…Elsafty and Ragheb (2020) pointed out that during these hard times characterized by drastic and sudden changes, employment relationships might be damaged, leading to the possible dramatic decrease of employees' morale and an increase in turnover. Furthermore, according to Ngoc Su et al (2021) retaining and attracting qualified individuals represents a challenge for companies in the COVID-19 era, mainly because these individuals are often looking for job opportunities in sectors that were not negatively affected by this pandemic. In the same vein, Przytuła, Strzelec, and Krysińska-Kościańska (2020) highlighted the importance to increase the engagement and the sense of belonging among employees, mainly the remote workforce during this period and beyond, to ensure organizational success, and prevent recruitment costs (Lund et al, 2021).…”

“…They should communicate relevant information related to the company's strategic direction to their employees, to collect useful business data, and to provide feedback to them, which will help these organizations to retain their talents and to avoid legal suits. Ngoc Su et al (2021) added that the frequent appraising of employees' performance fosters their learning and sharing that can help organizations to win back their business. Considering the interrelation between HRM functions, the study of Sembiring et al (2020) showed that compensation might have a significant impact on employees' performance in the COVID-19 era.…”

“…Undoubtedly the enhancement of organizational resilience is required. In this context, organizations need to be able to develop innovative responses to effectively absorb and face disturbance that threatens their survival (Ngoc Su et al, 2021). HRM practitioners should work in collaboration with managers and employees to transform the challenges brought on by the COVID-19 into opportunities, to rethink their HRM functions and practices, e.g.…”