By Rosemund Warrington, HR/ODE Specialist, CARICAD T he COVID-19-impacted public service will continue to face tremendous challenges, both in terms of its own transformation, its capabilities and in terms of the transformation of the services that it provides to citizens. The pandemic, in an unprecedented manner, has created a more complex and challenging environment, increasing the focus on how work is done, and on the need for better implementation of human resource (HR) policies to ensure business continuity and help employees cope with this unsettling crisis. In May 2021 CARICAD launched the Reframing HRM in the Public Service during the COVID-19 Crisis and beyond paper in eBook format. Read the full article Reframing Human Resource Management in the Public Service during the COVID-19 Crisis and Beyond on CARICAD’s website www.caricad.net The paper generally sought to contribute to the current dialog on HRM practices by identifying challenges and opportunities that have arisen from this new pandemic and offering insights for HRM practitioners into possible future directions for public service organisations (PSOs). By way of background, the Reframing HRM ‘Umbrella’ model, shown at Figure 1, highlights eight Reframing Areas of Focus (RAF) representing a number of areas that are imperative for any real HR functional change to occur in terms of people, process, structure, systems, skills, technology etc. The eight RAFs are as follows: 1. Re-organising Services 2. Re-considering HR Analytics 3. Re-examining Institutional Mechanisms 4. Re-modeling to achieve a digital workplace 5. Re-thinking employment arrangements 6. Re-orienting employee support 7. Re-training & retooling 8. Re-evaluating roles and responsibilities. Continues on next page Figure 1: Reframing HRM Continu 4es on
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