Human resource (HR) flexibility is a firm-level capability that consists of employee skill flexibility, employee behaviour flexibility, and HR practice flexibility. HR flexibility allows organisations to adapt and be responsive to changes in their environments. If the organisation is highly innovative and has flexible HR policies, then that influences organisational culture, risk-taking and experimentation within a firm.
As the nature of doing business changes, HR roles are expanding and refocusing. Far from simply reacting to major events in the business climate, economy and labour market, HR professionals are uniquely positioned to look ahead to industry and global changes and to anticipate the resulting impact on how business is conducted. HR is increasingly called upon to navigate organisations through changes that occur as a result of trends in globalization, technology, the labour market, and financial outlooks. In order to successfully fulfil these expectations, HR leaders must respond by identifying and developing the competencies required of their dynamic roles.
The most dominant features of modern human resource management systems are flexibility and agility. They may refer to the flexibility of procedures, practices, competences, and agility of human resources. The purpose of the paper is to present the relations between the flexibility and agility of human resources and achieving sustainable competitiveness.
It improves the understanding of the impact of flexibility and agility related to the HRM system on the implementation of the concept of sustainable development in the organisation. HR needs to shape the future rather than react to it. Program adoption yields actionable insights on program outcomes and effectiveness. HR should use these insights for ongoing discussions with businesses to jointly agree on the progress, understand the gaps in performance, and drive change with other stakeholders through constant calibration and adjustment.
HR needs to recognise program implementation is not a one-time effort. Instead, it is ongoing and requires constant feedback to ensure completeness of program design both on domain and customer-centricity. Human resource management policies should also be acceptable and can be implemented by line managers as part of their regular schedule of work. Thus, strategic human resource management must provide a macro-organisational approach to the functions and roles of human resource management in an organisation, and this is what distinguishes strategic human resource management from traditional human resource management.
High employee commitment, which results in a behavioural commitment on the part of the employees to pursue set goals, is important in HR management. This can be in form of an attitudinal commitment that is reflected by a strong sense of identification for the organisation in question. The current major view among strategic management researchers is the recognition that sustained advantage in competition arises as a result of a firm's internal resource endowments and deployment of its resources, especially the human resources, which are imperfectly initiable, rather than from the organisation's product market position. Developing and strengthening adaptability skills enable us to rise above challenges, stay relevant throughout our working lives, lead teams effectively, and be able to innovate and apply creative solutions that may otherwise hold us back.