Revisiting Human Resource Alignment and Strategy

Dear Colleagues,

There is a consensus among academia and practitioners that new challenges on human resource management have emerged in 2021 thanks to worldwide changes due to the pandemic, which has stunted changes in the market and working conditions.

According to a study carried out by PricewaterhouseCoopers on behalf of the World Federation of Personnel Management Associations (WFPMA), several challenges for human resource management were revealed. This survey concluded that “despite national and regional differences, there was remarkable unanimity” and disclosed the following top 10 human resource management challenges:

• Change management;
• New leadership concepts;
• HR effectiveness measurement (HR KPIs);
• Organizational effectiveness;
• New compensation models;
• New recruiting approaches;
• Employer retention;
• Succession planning;
• Learning;
• Development.

Other management surveys have pointed out additional and complementary issues such as managing diversity, talent acquisition, enhancing the employee experience in the company, new appraisal of employee performance, the effective management of digital human resources (e-HRM), and the application of artificial intelligence and big data at the service of human resources.

Academia is following behind the analysis of these challenges. This Special Issue aims to discuss these relevant issues by revisiting the academic approach to the discussion of academia.

We suggest the following themes:

New challenges in Human Resources in a globally competitive business environment (globalization, technology, e-commerce, new demography and cultural diversity, and e-working):

• New HR competencies;
• Low-cost services and HRM;
• New leadership models;
• New conflicts at HR management;
• New recruiting and job profiles;
• New KPIs on performance;
• Compensation challenges;
• e-HRM;
• Artificial intelligence in HRM;

Quality of work and life considerations:

• Coping with absenteeism, turnover, training, selection;
• Academy versus practice in HHRRMM;
• New forms of organization. restructuring, reorganizing HHRR function.

Due to their professional backgrounds, authors can contribute both their proven academic knowledge in this subject area and their experience in practical implementations at well-known international companies.

References (optional)

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Ziebell, R. C., Albors-Garrigos, J., Schultz, M., Schoeneberg, K. P., & Perello-Marin, M. R. (2019). eHR Cloud Transformation: Implementation Approach and Success Factors. International Journal of Intelligent Information Technologies (IJIIT), 15(1), 1-21.

Prof. Jose Albors-Garrigos
Dr. M Rosario Perello-Marin
Guest Editors

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• new leadership models
• e-HRM
• AI in HRM
• work–life balance
• new HRM trends