Introduction

The global crisis caused by the covid-19 pandemic has seen rapid changes in all organizations in Australia that required the firms’ Human Resources to respond and mitigate any emerging issues. The pandemic created a sense of confusion and panic, with the Australian government evoking lockdowns and restrictions on movement. Organizations’ employees experienced stress and anxiety caused by health risks caused by crowding in workplaces, others from working from home, and others from losing their jobs due to budget cuts and restrictions to operations of some businesses. This report gives the activities and incentives used by Human Resource Departments during the Covid-19 Pandemic to ensure that employees are operating at their best with minimal to no issues.

Literature Review

Human Resource Management Perspectives

The human resource management in Australia put tactics to help employees deal with uncertainty and ambiguities during the covid-19 pandemic. Human resource management has shown that some individuals are innately better than others at dealing with stress and tension, allowing them to make better judgments and operate more successfully across nations and cultures (Azizi et al., 2021). During this global anxiety and uncertainty, human resource management has prioritized cultural agility characteristics for all workers working in the cultural shifts in all organizations nationally; tolerance for ambiguity, resilience, and curiosity. Cultural agility will help organizations adapt their organizational cultures to the measures, making it easier for staff and other stakeholders to take to the cultural shift.

During the pandemic, there is a lot of ambiguity and confusion, especially among employees. Human resource management has taken measures to provide their employees with a constant flow of information on how the organizations will operate during the pandemic. This has aided in creating structure and understanding inside organizations (Marshall et al., 2021). Professionals who interact with customers, suppliers, or coworkers from other cultures, even digitally, will require these abilities today more than ever. The selection process .has been critical for Companies to utilize this opportunity to examine their bench strengths for culturally adaptable people properly, determining who will be most productive in conditions of increasing novelty and uncertainty (Azizi et al., 2021. Because health-related pressure is evident everywhere globally, human resource management saw the pandemic as a perfect opportunity to create cross-cultural team cohesiveness and confirm reliability standards. Training to help with connection development seems to be well-received when every team member is dealing with a comparable stressor (Marshall et al., 2021). The same stress, anxieties, and frustrations have aided HRM in forging bonds that have strengthened already collegial multinational teams.

In the uncertainty of national-wide work and the present COVID-19 crisis, the issues for which help is required will vary based on the company’s work-life concerns, but human resource management support remains vital. Human resource management approaches included stress-reduction methods such as seminars on resiliency, awareness training, staff support initiatives, and online counseling programs (Marshall et al., 2021). These stress-relieving services have been incredibly beneficial for personnel who work virtually on a national scale, as they confront added tension of disconnection from colleagues.

Meeting HR Requirements

Even with the changes occurring in many organizations in Australia, the role and requirements of the Human Resource department haven’t changed a lot. The provisions of the human resource department generally include hiring the right persons for their organizations, optimizing workforce planning and strategy, tailoring the employees’ experiences as they work for the organizations, helping employees learn and grow, and managing employee performance. With restrictions on movements and crowding, HR has seen it needing assessment and recruiting platforms that would help them connect with aspiring employees.

Human resources are examining their primary skill pools to determine the capabilities necessary for the business and whether they are over or under-resourced in the required expertise. This entailed adopting a more comprehensive and dynamic perspective of their talent pool—one that abandons the customary emphasis with titles and established positions in favor of focusing on the underlying abilities that employees possess (Wunderlich & Løkke, 2020). HR discovered that firms that begin with talents (the skills they require, th