New trends of human resource management in COVID-19: agility and resilience

1. New trends of human resource management in COVID-
19: agility and resilience
Peter
2020/10

2. Teaching objective
• Understanding the global and Chinese labor market
• Understanding the content of human resource management
• Understanding the definition of agility, resilience,
• Analyzing the resiliently agile model and resiliently agile organization
• Analyzing the Shortages of online virtual education
• Developing sustainable resilience in Higher Education
• Analyzing talent recruitment and talent management in Jiujiang University

3. Content
• 1. Global employment and labor market in 2019
• 2. China's new labour market
• 3. Agility, resilience, resiliently agile model and resiliently agile
organization
• 4. Shortages of online virtual education
• 5. Developing Sustainable Resilience in Higher Education
• 6. Talent recruitment in Jiujiang University
• 7. Talent management in Jiujiang University
• 8. Summary

4. （Source: ILO, 2020 cited from ILOSTAT, ILO modelled estimates, November 2019） 4
Global employment and labor market in 2019

5. 1.the population is aging;
2.employers look for skilled labour;
3.college graduates search for jobs;
4.workers face new opportunities after moving from
5.rural residents and others continue to strive to fill the top rungs of
the labour market, currently characterized by urban residents, male
workers, and non-disabled workers.
(Sources: ILO, 2016).
5
China's new labour market

6. Labor Market Environment Labor Market Developments
6
20XX
(Source: GCCC, 2020 cited from NBS; *2025, 2025, 2050
Forecast from World Bank)

7. Human resource management (HRM)
concerns a broad range of practices and
processes that include:
Attracting and selecting employees;
Managing and facilitating career development
and advancement of employees.
Dealing with and keeping abreast of current
rules, laws, and ;
Ensuring there are uniform procedures and
company HR policy information.
(Sources: Clegg et al.,2011)
1.how people are employed and managed in
organizations.
2.It covers the activities of strategic HRM,
human capital management,
knowledge management,
corporate social responsibility,
organization development,
resourcing (workforce planning,
recruitment and selection and talent
management),
learning and development,
performance and reward management,
employee relations,
employee well-being and the provision of
employee services.
Human resource management (HRM)
(Sources: Armstrong & Taylor, 2014)

8. 8 key facets of being a 2025 HR Professional
• 1. Adopt the parlance of the part of the business you are with at that time.
• 2. Understand the customers perspective. And here I mean the businesses real customers not you as an internal service
provider. Only when you can present the case for the customer can you line up people management practices with
what’s best for them. Staff first of course, but customers second as they count.
• 3. Know numbers. So be able to work out accounting practices and go beyond your own budget management.
Understand the flow of investments; spend; capital; on-costs and the like across the business.
• 4. Be the futurologist in the room.
• 5. Get scientific.
• 6. Be an analyst and practice people-nomics.
• 7. Become part of the creative hub.
• 8. Be the most agile function. In looking at credibility in organisations and delivering through strengths, agility is likely
to be the most key facet of a high performing division. HR is probably joint least agile with Finance and Legal at the
moment and so has a long way to go BUT can make leaps and bounds in becoming a leader in agility with a little more
bravery; inventiveness and application. Research into Scrum and Agile methodologies; further research around social
business and resource fluidity should bring HR right into the fold with other agile units like IT and Operations.
(Sources: Perry Timms, 2013)

9. eHR
• e-Recruiting:Online Strategies for AttractingTalent
(a) adding recruitment pages to existing organizational websites, (b) using specialized recruit-
ment websites (for example, job portals, online job boards), (c) de-veloping interactive tools
for processing applications (for example,online applications, email auto responding), and (d)
using online screening techniques (for example, keyword systems, online interviews, or
personality assessment)
(b) e-Selection
• The strategic issues relating to e-enabled selection relate to the purposes of the e-enablement
and the guiding principles that will govern the way the e-enabled selection processes and
systems are designed and used.
• eHR and Performance Management
• e-Compensation:The Potential toTransform Practice
• eHR:Trends in Delivery Methods
(Sources: Gueutal & Stone, 2005).

10. KEY DEFINITIONS
(Source: McCann & Selsky 2012 cited from McCann, Selsky, & Lee 2009)

11. (Sources: Holbeche, 2018)
Agile organizations create not only new products and services but also new business models
and innovative ways to create value for a company.
Agile organizations are able to react swiftly and decisively to sudden shifts in overall market
conditions, the emergence of new competitors, and the development of new industry-
changing technologies by developing a range of products that satisfy a range of customers. It
is essential to pick out fast what matters and act accordingly. Rapid decision making and
nimble execution are therefore defining attributes of an agile business.
Given the rapid pace of technological development and growth of global competition, agility
is also the ability to move ‘quickly, decisively, and effectively in anticipating, initiating and
taking advantage of change’.
AGILITY

12. Resilience
• Bardoel et al. (2014, quoted in Stokes, 2018) describes that resilience is the
capacity to bear and live through challenges through cultivating capacities of
individuals, teams and organizations.
• As a static individual trait and ability and dynamic process, Liua et al.(2019)
analyzes resilience from a multidisciplinary perspective. They think
resilience is the skills and abilities to bounce back under the context of
occupation, great pressure and change, violent environmental events and
survive and develop in competition.

13. Project Leader who carries on
project missions in complex
situations require some principles
such as collaborative teamwork,
adaptive planning, responsive agility,
and proactive resilience (Laufer et al.,
2018).

14. The resiliently agile model
(Sources: Holbeche, 2018)

15. (Sources: Holbeche, 2018)
The resiliently agile organization
Agility – the search for speed and adaptability – must be accompanied by resilience or
‘bouncebackability’ at organizational, team and individual levels.
For organizations to become resiliently agile will require not simply shifts in the tangible
aspects of organization – for instance in structures – but also in the intangible aspects:
people’s mindsets and skills; cultures; philosophies; capabilities; routines and habits.
The traits of an agile business include rapid decision making and execution, a high-
performance culture, flexibility of management practices and resources, and organizational
structures that support collaboration. Moreover they are: Obsessed with providing customer
value; Continuously adaptive; Dynamically networked; Rigorously focused on new learning
and creating value through knowledge; Ruthlessly decisive
A willingness to review and occasionally abandon the disciplines of conventional hierarchies
and adopt new, more dynamic routines can improve organizational adaptation; evolution;
learning; flexibility; improvisation and innovation.

16. THREE-DIMENSIONAL RISK MANAGEMENT
(Source: Wagner & Disparte 2016 cited from Dante Disparte )
Agile risk managers espouse an equal measure of rigorous quantitative methods (used in finance) as they do the
qualitative methods espoused by total quality management. This ‘blended’ approach is a hybrid of the first and
second dimensions and a far more effective means of managing risk than either the vertical (first) or horizontal
(second) dimension approaches in isolation.

17. Shortages of online virtual education
• 1.The study of Times Higher Education in 2018 showed that online higher
education would never match the real thing (Lau et al. 2020).
• 2. Only 24 per cent in prestigious universities thought that the electronic versions
would be more popular than traditional campus-based degrees (Lau et al. 2020).
• 3. Yang Hai Wen, vice-president of Southern Medical University in Guangzhou,
China, said that online education would “create more unhealthy graduates and
[create] more frustrations in interpersonal communication” (Lau et al. 2020).
• 4. Schools face shortage of laptops crucial for online learning amid pandemic, No
laptops, no learning (CBSnews, 2020).
• In China, many rural students lack the network or hardware of distance learning. As
the epidemic spreads, more countries will face the same reality. It is one thing for
this digital divide to prevent people from streaming movies or ordering barbecue
during the coronavirus. It is another for it to disrupt young learners’ educations
(Raymond Zhong 2020).

18. Developing Sustainable Resilience in Higher Education
• The current HE landscape and resilience(Parkin 2020)
• Individual resilience: 4 key components: emotions, relations, actions and being
• Team resilience: 4 qualities: learning orientation, positive relationships, Clear sense of purpose,
and diversity
• Organizational resilience(Lengnick-Hall, Beck,& Lengnick-Hall 2010):
• Cognitive factors include sense, value, vision to organization and language use.
• Behavioral factors include practiced resourcefulness, counterintuitive agility, useful habits and
behavioral preparedness.
• Contextual factors include psychological safety, deep social capital, diffuse power and
accountability, and broad resource networks.
• External factors: application of new technology, competitiveness of LM, trade union influence
(Wen 2009)
• Internal factors: organizational strategies, types, scales and ages(Wen 2009)
These three-resilience impact each other and mutually promote.

19. Talent recruitment in Jiujiang University
Purpose: enhance the connotation, serve the local, integrate campus resources, distinctive
characteristics, regional leading, comprehensive university
Requirements or recruitment plans
1.Academician, national talent: subject and number(unlimited)
2. Provincial and ministerial level talent: subject and number(unlimited)
3.Doctor's degree: at home and abroad (no more than 35 years old), number: 108
4.Outstanding Master: (no more than 30 years old) number:27
5.Special talents (Physical Education) Bachelor degree: 4
Category A: Retired Athletes of national team;
Category B: Retired Athletes of national youth team;
Category C: individual event champion of Provincial Games and above.
(Sources: JJU 2020)

20. Sources of candidates
• Online recruiting: Websites of Jiujiang University or other education websites (up
to date) list vacancies and contact details,
https://www.jju.edu.cn/rczp/gccrczp1.htm
• Social media: BOSS Zhipin or 58 tongcheng
• Advertising: advertisements in national or local newspapers or journals orTV
• Universities, colleges and schools:
• Large scale recruitment activities

21. Treatment and policy
• For OutstandingTalents
• 1. Annual salary of RMB 250k to 500k;
• 2. Housing subsidy of RMB 600k;
• 3. Settlement fee: RMB 120k;
• 4. Research start-up funds: RMB 150k to 200k;
• 5.Corresponding supporting research funds: RMB 300k-2 million.
• For Excellent doctors at home and abroad
• 1. Housing subsidy and resettlement fee : RMB 250k to 600k;
• 2. Research start-up funds : RMB 30k-160k;
• 3. Doctoral degree allowance: RMB 1k / month.
(Sources: JJU 2020)

22. Talent management in Jiujiang University
• Training and examination of higher education teachers' qualification certificate
• Fore-service training
• In-service training
• Talent relationship management
building effective relationships with people in their roles and providing opportunities for growth,
treat them fairly and achieve ‘talent engagement’, ensuring that people are committed to their
work and the organization(Armstrong & Taylor, 2014).
• Talent development: ensure that people acquire and enhance the skills and competencies
they need; send teachers to study DBA or Ph.D considering the cost of talent recruitment
• Talent retention: ensure that talented people remain as engaged and committed members of
the organization.
• Career management: provide of opportunities for people to develop their abilities and their
careers
• Performance engagement: It refers to anything an organization does to improve the individual
and collective performance of staff, including awarding bonuses, setting performance
standard or actively managing poor performers (Croner-i., 2020). (articles, class hours,
guiding student’s paper, lecture, attending academic meeting, teaching competence, research
topics)

23. Summary
Analyzing the labor market
Defining the agility and resilience
The resiliently agile model Shortages of online virtual
education
Sustainable resilience in higher
education
Application in Jiujiang University

24. References
• Alexander Laufer, Terry Little Jeffrey Russell, Bruce Maas (2018) Becoming a Project Leader Blending Planning,
Agility, Resilience, and Collaboration to Deliver Successful Projects. Springer Nature.
• Annette Towler (2020) Organizational resilience: What is it and why does it matter during a crisis? CQ Net.
Available at: https://www.ckju.net/en/dossier/organizational-resilience-what-it-and-why-does-it-matter-during-a-
crisis
• CBSnews (2020) U.S. schools face shortage of laptops crucial for online learning amid pandemic. Available at:
https://www.cbsnews.com/news/distance-learning-laptop-shortage-remote-virtual-education/
• Croner-i.(2020). ‘Performance Management in Higher Education: In-depth’ .Available at:
https://app.croneri.co.uk/topics/performance-management-higher-
education/indepth#:~:text=Performance%20management%20refers%20to%20anything,or%20actively%20mana
ging%20poor%20performers.
• Cynthia A. Lengnick-Hall, Tammy E. Beck, Mark L. Lengnick-Hall (2010) ‘Developing a
capacity for organizational resilience through strategic human resource management’,
Human Resource Management Review. DOI:10.1016/j.hrmr.2010.07.001
• Daniel Wagner, Dante Disparte (2016) Global Risk Agility and Decision Making--Organizational Resilience in the
Era of Man-Made Risk. Springer Nature.
• Doug Parkin (2020) Developing Sustainable Resilience in Higher Education. Available at: https://www.advance-
he.ac.uk/news-and-views/developing-sustainable-resilience-higher-education
• GCCC (2020) ‘Labor Market & Salary Report 2020-2021’. German Chamber of Commerce in China.

25. References• ILO (2020) ‘World Employment and Social Outlook——Trends 2020’. Geneva: International Labour
Office.
• ILO (2016) ‘China Decent Work Country Programme 2016-2020’. Geneva: International Labour
Office.
• Jeff Gothelf (2017) ‘How HR Can Become Agile (and Why It Needs To)’. Harvard Business Review.
• JJU (2020) Available at:
• http://www.gaoxiaojob.com/zhaopin/zhuanti/jjxy2019/index.html(accessed 31 August 2020)
• Joseph E. McCann & John W. Selsky (2012). Mastering turbulence the essential capabilities of
agile and resilient individuals, teams, and organizations. Jossey-Bass.
• Joyce Lau, Bin Yang Rudrani Dasgupta (2020) ‘Will the coronavirus make online education go
viral?’ Available at: https://www.timeshighereducation.com/features/will-coronavirus-make-online-
education-go-viral
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Management in the Digital Age. Jossey-Bass.
• Linda Holbeche (2018) The agile organization: How to build an engaged, innovative and resilient
business. 2nd Edition. New York : Kogan Page Ltd.(CIPD)

26. References
• Michael Armstrong & Stephen Taylor (2014) Armstrongs Handbook of Human Resource Management
Practice, 13th Edition. Kogan Page Publishers.
• Raymond Zhong (2020) ‘The Coronavirus Exposes Education’s Digital Divide’, New York Times.
https://www.nytimes.com/2020/03/17/technology/china-schools-coronavirus.html
• Stewart R. Clegg, Martin Kornberger, Tyrone S. Pitsis (2011) Managing and organizations an introduction
to theory and practice. 3rd edition. SAGE Publications Ltd.
• Perry Timms (2013) HR2025 Human Resource Management in the Future. 1st edition. Bookboon.com.
• Peter Stokes, Simon Smith, Tony Wall, Neil Moore, Caroline Rowland, Tony Ward & Sue Cronshaw (2018)
‘Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM’,
The International Journal of Human Resource Management. DOI: 10.1080/09585192.2018.1474939
• Yipeng Liua, Cary L. Cooperb and Shlomo Y. Tarbac (2019) ‘Resilience, wellbeing and HRM: a
multidisciplinary perspective’, The international journal of human resource management, 30(8), p.1227–
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