Práticas de gestão de recursos humanos e o trabalho em home office e híbrido

Abstract

Telework has been practiced globally since the 70s, but barriers created by line managers and the lack of knowledge of human resources professionals have limited its adoption, and, until the beginning of 2020, less than 3% of employees worldwide worked from home. However, when the World Health Organization declared a pandemic state due to covid-19, thousands of knowledge workers started working from home, and consequently, human resources teams had to adapt their practices and revise their role to secure people's safety and business maintenance. Integrating insights from strategic human resources management and its connection to telework, this research investigated how human resources practices were adapted to the adoption of telework in companies operating in Brazil. Qualitative research was conducted through multiple case studies with large multinationals, one from the service sector, and two from the industry sector. Data were collected from interviews with 25 respondents: managers and human resources professionals, line managers and directors, and analysis of 20 documents. Results revealed the implementation of important changes in human resources practices. Practices related to talent acquisition and virtual interviews expanded the range of available talents and contributed positively to the diversity agenda; onboarding processes were adapted to encourage newcomers to collaborate with other professionals and amplify their understanding of the organizational culture; virtual training, performed synchronously or asynchronously, facilitated the transmission of knowledge, but discouraged exchanges; and the performance evaluation, previously based on biases focused on availability and presence, was changed towards management by results. These changes required employees to develop new competencies, such as self-management, autonomy, and collaboration. However, the proper implementation of human resources practices while teleworking depends on the preparation of line managers. The migration to working from home during the pandemic stimulated the establishment of more humanized relationships at work, highlighted the strategic nature of human resources activities and confirmed its relevance in the design of telework policies. Evidence from the study suggests that telework adoption requires the combination of both dimensions of flexibility, place, and time, which depends on a flexible organizational culture, one that encourages the balance between work and personal activities, and instill respectful relationships based on trust. Future studies can further investigate the effectiveness of telework after longer follow-up cycles, and the maintenance of the changes implemented at the human resources practices. Explore in more detail the extent to which the virtual manifestations of organizational culture promote a sense of belonging and stimulate collaboration in telework; and investigate the effects of this work arrangement on different groups, such as minorities, women, and young people at the beginning of their careers...

HR management implementation in scaled startup companies through an organizational learning lens

“…"Teleworking" could be another way of calling the work made by an employee away from the office and is overall the most common expression in the English language, as cited byHartmann's (2022) literature revision about telework and remote work. The main difference is where the primary duty station is: For teleworkers, it is the office, while remote workers use a remote location (which may or not be their homes) as the workplace (U.S. Department of the Interior, 2021).…”