Executive Summary
The shift to a work-from-home policy poses challenges and opportunities for MetLife Insurance, which is operating in the dynamic insurance industry. This study presents significant change drivers such as an external market dynamic, the COVID-19 crisis pandemic, technological development, and employee expectations. By adopting change management models like Kotter’s 8-Step Change Model and Lewin’s Change Management, as well as resistance strategies, MetLife can effectively implement the work-from-home policy. Efficient communication, employee engagement, comprehensive training, the leader’s involvement, and the application of these elements to day-to-day practice under constant evaluation are critical for successful implementation. This adoption of such suggestions will allow MetLife to manage the move toward remote work and improve flexibility, productivity, and employee welfare.
Introduction
MetLife Insurance is a renowned global leader in the field of insurance, as it aims to offer financial protection with security and safety. The challenges posed by the pandemic emphasize navigating our organization through such turbulent times, and this still provides a new opportunity for me to demonstrate how adaptable or resilient it can be (Vnukova et al., 2022). This report focuses on the HR functions strategic imperative of MetLife under a one-year work-from-home policy, critically discussing how staffing, development, and compensation practices can be used to achieve broader set goals. MetLife, originally known as the Rock of Stability and Trust, has always made sure to satisfy customers’ needs by keeping itself abreast of changing times. The brutality of the disruptions brought forth by the pandemic has led to a review of MetLife’s procedures (Vnukova et al., 2022). In this regard, HR functions become critical as a conductor that ensures integration between our human capital strategies and the rapidly changing environment.
Role of HR Functions in Strategic Objectives:
The adaptiveness and flexibility of MetLife’s human capital are linked to its strategic goals. HR functions are, therefore, vital in ensuring that the strategic objectives of an organization not only survive but actually become even more critical during these challenging times. In order to maintain our competitive advantage, talent attraction, creation, and retention become crucial.
Staffing Practices:
MetLife’s HR personnel are mindful of the fact that such a management model requires a lot of sensitivity in hiring. However, the procedures of virtual recruitment and onboarding should be handled with reasonable consideration to ensure fundamental values as attributes that define workers working in this firm, which include those elements ensuring success in such an industry. The change should also focus on spotting candidates with not only technical skills such as self-discipline but also adeptness in communication, which is crucial in dealing with their jobs efficiently from the confines of an isolated home office.
Development Practices:
With the digital age, development methods at MetLife will turn to virtual solutions. One of the activities that the MetLife human resources department leads is to make investments in the digital talents and skills of some employees who could work remotely. Such virtual learning opportunities, crafted to meet the needs of insurance and customized by industry experts, will also be curated to make the workforce agile enough to adapt to this dynamic environment.
Compensation Practices
In view of the implications of remote work on employee welfare and performance, MetLife’s HR department will conduct a full-scale reappraisal of compensation designs. MetLife aims to develop flexible compensation schemes that are designed with attention to those employees who have demonstrated their ability to adjust and the effort required for it while serving according to the new market perspective. Open communication is also critical to instilling a perception of fairness and togetherness between the organization and its employees.
From a more general perspective, this report reveals the strategic role of HR functions in MetLife, both to navigate through the usual business waters and to impose the clarity and expectation inherent in an industry-accepted work-from-home policy that lasts at least for one year. The paper elaborates on the staffing, development, and compensation processes to show how, through these methods, the HR department will survive storms that emerge as a power catapulting MetLife into a future defined by agility, creativity, and speed.
Literature Review
MetLife Insurance serves as an iconic reminder of the dependability and legitimacy of the insurance industry, which assists people who need complete financial security, not just zero disaster (Al-Jedaiah and Albdareen, 2020, p. 49). The metamorphosis emerges if the company is considered to be among the world’s leaders, for it is in a dynamic, permeable, and changing environment where challenges can really be described as opportunities for strategic human resources management.
MetLife relies fundamentally on SHRM to ensure corporate efficacy and growth. Linking HRM strategies to business outcomes using the SHRM ensures that employees have skills and skill motivation, as well as feedback from organizational goals (Al-Jedaiah and Albdareen, 2020, p. 49). Having in mind the current crisis caused by the coronavirus, SHRM is more critical than ever to define how one should battle remote challenges and ensure employee health while maintaining high levels of productivity.
This literature review aims to critically look into the effects of SHRM on organization performance and development, particularly in MetLife Insurance. This review aims to shed light on the theoretical frameworks, empirical evidence, and practical implications regarding how SHRM practices can help organizations’ sustainable success, given that they are currently in default of COVID-19.
Theoretical Framework
Strategic Human Resource Management (SHRM) in MetLife Insurance can be described as a significant perspective on managing the people strategy based on the strategic goals of an organization. It involves HR planning, implementing, and evaluating it based on the HRM initiative that contributes to enhancing organizational efficiency and producing consistent competitive advantage.
SHRM plays a profound role in the organizational design of MetLife Enterprises, which involves some critical aspects of its proper functioning and excellent performance. The most important one of many SHRM pillars that defines MetLife is the linkage between HR practices and business goals (Al-Jedaiah and Albdareen, 2020, p. 49). HR’s strategy can thus integrate with the structure of a firm that has regulatory bundles tightly coiled around achieving organizational goals. This encompasses elements of rich synchronicity and compatibility among human resource practices that purport to fulfill operational goals, including market development, innovation in products, customer satisfaction, and so on (Al-Jedaiah and Albdareen, 2020, p. 49). In cases where the goals of an organization coincide with support given by SHRM at MetLife Insurance Company, HR practices not only become supportive but also contribute towards the realization of organizational objectives.
Further, SHRM in MetLife targets areas of other relevant HR practices and organizational culture. HR initiatives at MetLife define the essence of identity in terms of how its corporate culture is founded and described by values, behaviors, and norms. The goal of SHRM is to encourage innovation, cooperation, and a spirit that seeks improvement all the time by developing HR practices within an organization’s culture while considering its climate. The integration of this process ensures the HRI is within the organization’s spirit, thereby providing a privileged opportunity that enhances employee engagement, retention, and the improvement of their performances.
The third pillar that supports the SHRM strategy at MetLife is talent management. This involves considering every aspect of a person’s Life, from recruitment to performance appraisal and reward when they quit. The talent management systems that the firm adopts at MetLife are carefully structured in order to guarantee a level of human capital content within them for leading through dynamic environmental market environments, innovating consistently, going with change, and owning long-standing success (Al-Jedaiah and Albdareen, 2020, p. 49). When discussing talent management at SHRM, MetLife articulates its commitment to encouraging the capability of exploiting and developing hidden, contained power within the workforce.
Moreover, the SHRM at MetLife aims for employee well-being. With the aim of stressing the importance of health, safety, and work-life balance for employees, SHRM also suggests policies and programs that assist in protecting their interests. That sort of program goes beyond regular HR efforts, which include activities aimed at promoting staff physical, mental, and emotional well-being (Al-Jedaiah and Albdareen, 2020, p. 49). By focusing on issues to do with employee welfare, SHRM promotes workers’ motivation towards work as well as improving their productivity while making them remain loyal to the organization.
In particular, the SHRM theoretical basis of MetLife Insurance is comprised of strategic alignment with company mission and values, cultural infiltration, talent management orientation, and an employee-focused approach. All these factors combined make up the very heart out of which HR practices are born and implemented, constituting a part of several developmental areas within an organization. The strategic HRM initiatives allow MetLife Insurance to stay an industry leader by remaining flexible and embracing a culture of quality.
Contribution of Strategic HRM to Organizational Performance at MetLife Insurance
During the COVID-19 pandemic intervention season, SHRM at MetLife Insurance has played an essential role in ensuring HR strategies are matching business goals to increase firm performance despite unplanned circumstances. At that point, Metlfie utilizes HR techniques to be in line with the new sensibilities, involving remote and virtual collaboration. Such recruitment and selection processes have been adapted so as to identify candidates who can show signs of competent adaptability to the distance context while holding significant communication skills suitable for effective virtual collaborations. Coherence in recruitment practices with the requirements that allow it to be favorably positioned to develop a workforce focusing on success, which is currently his employees’ setting.
Furthermore, training and development programs have been the main focal points for SHRM, urging COVID-19 challenges. In a bid to embrace the aspect of digital skills and perseverance in working remotely, MetLife has invested more time in total apparatus training, which chiefly concentrates on honoring employees’ professional competence to use diverse types of technologies digitally. Through the empowerment and skill-enhancing of employees’ virtual abilities, MetLife ensures productivity as well, which leads to flexibility even amid such disruptions as those caused by pandemics.
In addition, the company’s PM systems have been modified according to remote working conditions so that productivity among employees can be accurately assessed. As companies move towards virtual work, classic performance measurement criteria are rethought due to the disadvantages and opportunities of outsourced cooperation. The use of performance management systems that are customized to navigate the remote working environment ensures appropriate monitoring and evaluation of employee task performance in terms of productivity and success throughout the COVID-19 period by MetLife.
In particular, specific strategic practices in HRM expose organizations significantly to the challenges inflicted by COVID-19. The series of HR strategic realignments that were followed by targeted investment in training initiative development and performance management system adaptations to new work conditions allows Metlife to illustrate resilience and adaptation capacity when coping with one-of-a-kind changes, ensuring long-term company success.
Impact of HRM Activities on Organizational Development in MetLife Insurance
MetLife Insurance faced significant organizational development through a series of SHRM activities that featured the COVID-19 pandemic. Engagement strategies employed by employees have gone a long way in creating an integral attachment with motivation at work. In order to minimize the adverse effects of social isolation, MetLife has placed more focus on programs that will enable continued communication with employees and give them a virtual platform for team-building activities (Milon, M., 2019, pp. 17–27). MetLife’s employees feel a sense of belonging and motivation, which improves employee morale and commitment, hence contributing to organizational development.
Moreover, the talent management and succession planning approaches featured in MetLife have also been central to ensuring persistence through uncertainty. The talent management machinery that Met Life has created is an effective one, concentrating mainly on succession reports, skill development, and supportive action to encourage a reservoir of high-quality people who can fill essential roles within the organization (Milon, M., 2019, pp. 17–27). Through the management of talent, MetLife is able to ensure that organizational resilience and sustainability are maintained while managing disruptions that mitigate COVID-19 pandemics for operation.
In addition, initiatives related to diversity and inclusion have acted as essential mechanisms in the creation of a culture that fosters a sense of belongingness and creativity within MetLife’s virtual offices. The diversity and inclusion measures implemented by MetLife ensure a safe environment of respect, equality, and inclusive working space in which employees, despite cultural differences, feel valued for what they bring to the table (Milon, M., 2019, pp. 17–27). MetLife has always asserted values of diversity and inclusion, providing innovative ways to think that help in the development of organizations despite challenges caused by a pandemic.
Furthermore, change management strategies have proved helpful in handling organizations’ agility and responsiveness during the era of disruptions caused by the coronavirus pandemic. Some of the change management initiatives realized by MetLife include those that promote organizational agility, responsiveness, and flexibility in response to constantly evolving dynamics within marketplaces or other external threats (Milon, M., 2019, pp. 17–27). By meeting with acceptance for his policy of shifting work, organizational progress and even success in the face of uncertainty remain assured.
Empirical Studies and Case Examples in the Insurance Industry
Empirical studies and case illustrations in the insurance industry are crucial because they allow us to gain some understanding regarding how SHRM affects organizations’ performance and development after being hit by the COVID-19 pandemic. Studies on this topic stress the importance of SHRM practices in propelling organizational success under unforeseen circumstances.
The empirical study by Panda (2022) investigates the relationship between strategic information technology (IT)-business alignment capability, and organizational performance, exploring the mediating role of organizational agility and the moderating impact of environmental uncertainty (Panda, 2022, pp. 25–52). The research, based on survey data from 220 managers in the regional rural banks of Odisha, India, utilizes structural equation modeling. The findings reveal a positive effect of strategic alignment on both operational adjustment agility (OAA) and market capitalizing agility (MCA) (Panda, 2022, pp. 25–52). The study contributes to the existing literature by extending the understanding of strategic alignment, agility, and performance linkages in the unique context of rural banking in a developing country, offering valuable insights into these associations.
The article by Ilmudeen, Bao, and Alharbi (2019) explores the mediating role of IT strategy and business strategy in the relationship between managing information technology (MIT) and firm performance. Drawing on the resource-based view of IT and contingency perspective, the study establishes theoretical insights and empirically tests the model using hierarchical regression and structural equation modeling (Ilmudeen et al., 2019, pp. 457–476). The findings reveal that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance. This highlights the importance of integrating IT strategy and business strategy for enhancing athletic performance, contributing to the literature on information systems research.
With reference to MetLife Insurance, these findings can be applied to show that a sound strategic HRM is indispensable in driving organizational performance and development during the COVID-19 pandemic. By integrating HR strategies with business goals, spending on talent management programs, and developing employee commitment, MetLife could strengthen its competitive position by achieving sustainable performance in the insurance market.
Challenges and Opportunities
Some of the challenges associated with MetLife Insurance employing strategic HRM practices during the COVID-19 pandemic include: The other crucial challenge is transforming into a remote work mode and online communication, which necessitates that the organization change its HR policies in order to be efficient when dealing with an army of workers who are spread all over. Furthermore, flexibility and employee satisfaction, as well as organizational culture preservation, are some of the top challenges in HR MetLife’s remote work.
Furthermore, instability in the economy and their customers’ needs changing due to COVID-19 give MetLife talent management issues. HR should realize that during such a period of perpetual changes in personnel and institutions, it is definitely required to identify the best talent among employees and retain them, as well as develop leadership capability while maintaining continuity at pivotal positions.
However, in between these confines, there are also situational opportunities to support performance and the development of talent through strategic HRM within MetLife. This phase brings an opportunity for HR systems and practices to be refocused on designing them to help employees adapt more efficiently (Vnukova et al., 2022). In addition, the pandemic has enabled boosting digital transformation programs, thus offering opportunities for HR to invest in e-learning platforms and tools that would equip employees with improved skills. Besides, the pandemic has given importance to diversity and inclusion in business, which provides a chance for MetLife’s efforts to spread its program that promotes a diverse and inclusive culture.
Application of knowledge and understanding
Evaluation of Two Leadership Theories
Transformational Leadership Theory
Transformational leadership concerns the role of a leader to inspire and motivate followers so that they attain exceptional results. This concept focuses on visionary leadership, charisma, and the ability to inspire and build up followers toward achieving excellence (Bakker et al., pp. 700–708). Transformational leaders are characterized by charisma, inspirational motivation, intellectual stimulation, and individualized consideration. They want to develop a shared vision and harmonize the purpose of the organization with members’ aspirations. Studies of transformational leadership have revealed positive correlations with various organizational outcomes such as enhanced performance, increased employee engagement, and innovative change (Deng et al., pp. 627–641). Transformational leaders give an organization a sense of purpose and challenge the status quo, which in turn provides continuous change.
Situational leadership theory
In situational leadership theory, practical leadership depends on whether or not a leader can adjust their style to suit an individual situation and adequately plan for the maturity level of their followers. This theory identifies four leadership styles: Leadership practices such as directing, coaching, supporting, and delegating differ in the amount of leadership direction and support (Wuryani et al., 2021, pp. 365–372). The nature of situational leadership is that it emphasizes the need to adjust and match a particular style with followers’ developmental stages. Leaders have to judge the competence and commitment of their followers in order to decide on one approach or another. By changing their leadership style according to the environment, leaders can manage their products properly (Wuryani et al., 2021, pp. 365–372). The situational leadership framework is a practical tool for leaders to deal with various challenges and lead their teams in an ever-changing world.
Application in the Context of MetLife Insurance
The transformational leadership theory is relevant for MetLife Insurance as it highlights innovation, employee engagement, and improvement as the main things in such a dynamic market. The market in which MetLife operates cannot stay active, as changes and innovations are the only way to outdo competitors. MetLife’s transformational leaders can articulate the organization’s vision, which will drive employee innovation with the aim of coming up with new products and services needed to respond to market needs.
Furthermore, in an environment where factors such as customer satisfaction and retention are critical, employee engagement is vital. Transformational leaders at MetLife can create an atmosphere of workforce engagement by authorizing the workers and drawing feedback from them while acknowledging their efforts. Transformational leadership stimulates feelings of ownership and participation in decision-making, which results in improved morale and commitment among employees, hence leading them into production with the best performance.
The same is true for MetLife Insurance, where situational leadership theory becomes particularly important in the way diverse teams will be managed, as well as in creating a strategy to respond effectively and timely when market conditions change. Leaders at MetLife in this highly dynamic and changeable industry, such as insurance, should be capable of adapting their leadership style depending on the maturity level and readiness of team members. Situational leaders can, therefore, decide on the needs of each team member and provide them with guidance to make their performance better, thereby contributing to employee development.
For instance, in the case of a pandemic like COVID-19, situational leaders at MetLife can provide support so that it becomes easy for employees to rally through difficult situations. On the other hand, when conditions are steady and predictable, leaders can progress towards a delegative leadership style involving individuals throughout an organization to drive performance.
Generally, transformational and situational leadership theories provide rich information on how to practice effective management at MetLife Insurance. Integrating the ideas of these theories can push MetLife leadership to develop strategies that inspire innovation, motivate employees toward engagement, and ultimately adapt to market circumstances, leading to success in the insurance business.
Proposed Leadership Style for Organizational Development
In light of the organizational context and given that COVID-19 poses challenges, a transformative leadership style would be most suitable for driving organization development at MetLife Insurance. However, in transformational leadership contexts, uncertainties would be managed effectively, and employees would have more reasons to trust their leaders. Through developing a culture of innovation, flexibility, and constant learning, transformational leadership at MetLife can help foster organizational change for resilience that will ensure the insurance firm’s success in years to come.
Change Implementation Plan
Factors driving change
As for the insurance market, change is not just a constant but an acute need in order to allow organizations like MetLife Insurance to stay afloat and be competitive. Many essential factors motivate changes in MetLife, thereby influencing its strategies, operations, and organizational culture.
A leading driving force of change in MetLife Insurance is the external market dynamics. The field of insurance is very dynamic because it has to adapt quickly to changes in customers’ preferences, regulations, and novel technologies (Buchanan and Badham, 2020). MetLife must constantly update its products, processes, and operations in line with customer needs during changes in regulatory landscapes to remain relevant among market competitors. Suppose MetLife continues to be on top of and engages the outside dynamics. In that case, it will always predict trends that will guide its business readjustments with regard to customer needs as well as regulatory requirements.
The COVID-19 pandemic, in turn, has also manifested itself as a significant driver of change within MetLife Insurance. The pandemic has presented a unique set of unenviable challenges that require rapid and strategic responses to sustain employee safety while maintaining business continuity. To remedy that, companies such as MetLife have instituted telecommuting work laws, leading to drastic changes in the mode of working and organizational culture (Buchanan and Badham, 2020). The pandemic has driven digital transformation efforts that have changed how customers interact and their operational actions. In order to succeed by becoming resilient in the face of future disruptions, MetLife needs to keep adjusting its operations so that it can adapt to how items work.
Innovations in technology are among the main factors that have led to change within MetLife Insurance. In fact, thanks to revolutionary concepts like artificial intelligence and data analytics, which have caused tectonic shifts in the technology industry, insurance has rapidly transformed. These extreme changes made by MetLife to kindle the trend of process automation have helped it create a better customer experience and operational efficiency. Technology innovations are relevant in the recent competitive landscape, and Met Life can utilize them to go above competitors by adapting technological improvements, enabling innovation amid better competitiveness.
Moreover, modified employee values serve as a tool for molding changes at MetLife Insurance. In the contemporary world, as the workplace continues to get more and more competitive with each passing day, employees also show a keen interest in two forms of life flexibility, namely work-from-home arrangements for greater productivity levels. It means that to retain and attract creative talents, MetLife will change its organizational policies according to the new expectations of employees by adopting reforms like a remote working policy. With this approach, MetLife will offer such work arrangements while meeting some employee demands, and employees can enjoy environments where they feel valued in regard to careerism.
Application of Change Management Models
Kotter’s 8-Step Change Model offers an all-inclusive guideline for managing change in a more structured way. The new policy at MetLife has been consistent with this model since. First, it creates a sense of urgency concerning the need for remote work opportunities that should be especially taken into consideration in such an emergency context as COVID-19 (Haas et al., 2020, p. 65). This imperativeness guides employees and stakeholders to embrace the transformation. Furthermore, building a guiding coalition of leaders in MetLife who encourage and ensure the effective implementation of the work-from-home policy is a crucial cog to consider. The change leader then develops a coalition that can help provide support, resources, and guidance along the change process to ensure consistent involvement across the organization (Haas et al., 2020, p. 65). Moreover, it is essential to properly communicate the vision or reason why the new policy should be adopted, as well as its benefits and expectations, to different stakeholders.
Lewin’s Change Management Model sets the focus on frozen behavior, change embedding, and the refreezing of such a new decision. Unfreezing at MetLife means putting remote work on the agenda, stressing that safety for employees is essential and that sustainable business operations should be ensured (Burnes, 2020, pp. 32–59). This step is intended to psychologically and emotionally prepare employees for the anticipated change. The change stage involves the transition to remote work arrangements, which MetLife does by implementing the work-from-home policy, allocating resources for such a work arrangement, and supporting employees’ adaptation. Lastly, refreezing is characterized by developing new norms and processes to ensure that work from home effectively takes place through provisions such as clear communication means and remote collaboration tools, among others, while also instilling performance measures (Burnes, 2020, pp. 32–59). This phase makes sure that the changes are inculcated in MetLife’s culture to ensure the continued success of remote work practices.
Strategies to Overcome Resistance
Change resistance is an essential aspect of successful implementation, especially in cases where massive shifts are implemented, such as the work-from-home framework at MetLife Insurance. Strategies that prove to be effective can reduce the level of resistance and allow for easier transitions. Communication and transparency are the basic building blocks for dealing with resistance. By openly announcing the reasons for change, its benefits, and how this shift is in sync with organizational strategies, Met Life can create awareness among employees (Burnes, 2020, pp. 32–59). Through transparency, trust is witnessed with a reduction of concerns from the unknown, which results in making employees see the reason behind the decision and how it can be positive.
Another vital approach to overcoming resistance is employee participation. In this way, MetLife can use the employees’ knowledge to shape change and also allay fears while obtaining critical information that may help achieve a successful transition. Those who feel listened to and appreciated are likely to commit themselves to supporting the change initiative. Including employees from cross-level and different departments also ensures a variety of inputs, improving the quality of decisions concerning other stakeholders’ buy-in aspects.
Furthermore, it is of great importance to provide enough training and support for employees in order for them to adjust to the work-from-home policy. MetLife can offer a wide variety of training programs in operational areas related to remote work, which include tools for collaboration and virtual communication. Furthermore, supplying tools and tips on keeping the work-life balance at a distance is going to reduce fears and outcomes while simultaneously making people feel prepared to succeed in their brand-new operating surroundings.
Change Management Implementation Plan:
For the work-from-home policy to be successful, a good plan for change management is necessary. To begin with, the objectives and implementation boundaries of change must be outlined, mainly focusing on reasons to order the policy in employee safety interests for business continuity during COVID. This will be captured in a timeline detailing milestones and significant project activities such as communication, training, and policy rollout, among others. It is essential to involve key stakeholders, including leaders, managers, and employees, in a successful strategy change because they are required to provide support. Resistance countermeasures, such as efficient communication and participation, are also necessary. In monitoring the progress of the adoption of a new policy, adjustments to plans are crucial.
Communication Plan:
It is also crucial that a communication plan be strong enough to support the effective implementation of the work-from-home policy. To begin with, the reason for this policy is that employee safety and the continuation of business practices during the pandemic are emphasized. The information on the policy in detail regarding eligibility criteria, remote work obligations, and accessible resources should be presented. Frequently Asked Questions or FAQs should be covered by ongoing communication means such as email, virtual town halls, and others. Gaining feedback from employees and addressing their concerns during implementation is an essential factor. Accordingly, the transition is based on continuous communication and updates that ensure transparency as well as employee engagement throughout.
Recommendations and Conclusion
MetLife has a significant chance of instituting a work-from-home policy and faces many challenges regarding this aspect. To facilitate the transition successfully and benefit from remote arrangements, a number of key recommendations can be outlined.
The foundation of such transformation is efficient and clear communication. So, it is vital to develop the reasons for this policy as well as name who should do it and describe what its participants are supposed to do. This transparency builds trust and keeps everyone on track. Besides, employee engagement is a significant issue. Through remote work, the workforce develops employee ownership if they are actively involved in decision-making processes for regulation and subsequently addressing concerns. Despite the physical separation, online collaboration and scheduled check-ins keep a sense of community, which is essential for anything happening.
Attention should also be paid to specific training and tools conveying the necessity of proper preparation for remote work. Technical support, remote productivity protocols, and mental health services remain the main drivers of an effective shift. Leadership engagement also plays a crucial role in enforcing the work-from-home policy. The continuity of action, support guarantees, and remote staff control have become new standards with which one should meet from the side of leaders and managers.
All it takes to be fit for every situation surrounding the employees is their flexibility and adjustability. Acknowledging differences fueled by historical individual life experiences and the discussions about changing policies to achieve equity, regular evaluations or consistent modifications are necessary to determine if the work-from-home policy is effective. By monitoring key components, including employees’ level of productivity, employee satisfaction, and firm performance, we make it possible to perform data-driven actions using these responses as a result.
In conclusion, shifting to a work-from-home policy will open doors of opportunity for introducing flexibility and improving performance levels, as well as promoting workers’ welfare in this organization. The tabled comprehensive communication strategies can ensure employee participation and support for education as a leadership development enabling workplace flexibility, along with the continuous assessment that will imbed itself in this transformation of proofing their day-to-live toward tomorrow’s workspace.
Reference list
Al-Jedaiah, M.N., and Albdareen, R., 2020. The effect of strategic human resources management (SHRM) on organizational excellence. Problems and Perspectives in Management, 18(4), p. 49.
Bakker, A.B., Hetland, J., Olsen, O.K. and Espevik, R., 2023. Daily transformational leadership: A source of inspiration for follower performance? European Management Journal, 41(5), pp.700-708.
Buchanan, D. and Badham, R., 2020. Power, politics, and organizational change. Sage.
Burnes, B., 2020. The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), pp.32-59.
Deng, C., Gulseren, D., Isola, C., Grocutt, K. and Turner, N., 2023. Transformational leadership effectiveness: an evidence-based primer. Human Resource Development International, 26(5), pp.627-641.
Haas, M.R., Munzer, B.W., Santen, S.A., Hopson, L.R., Haas, N.L., Overbeek, D., Peterson, W.J., Cranford, J.A. and Huang, R.D., 2020. # DidacticsRevolution: Applying Kotter’s 8-Step Change Management Model to Residency Didactics. Western Journal of Emergency Medicine, 21(1), p.65.
Ilmudeen, A., Bao, Y. and Alharbi, I.M., 2019. How does business-IT strategic alignment dimension impact on organizational performance measures: Conjecture and empirical analysis. Journal of Enterprise Information Management, 32(3), pp.457-476.
Milon, M., 2019. Present scenario of human resource management (HRM) practices in the life insurance companies: Bangladesh perspective. Can. J. Bus. Inf. Stud, 1(6), pp.17-27.
Panda, S., 2022. Strategic IT-business alignment capability and organizational performance: roles of organizational agility and environmental factors. Journal of Asia Business Studies, 16(1), pp.25-52.
Vnukova, N., Davydenko, D., Achkasova, S. and Yagolnitskyi, O., 2022. Assessing the Activities of Insurance Companies Due to the Disease of Private Pension.
Wuryani, E., Rodlib, A., Sutarsib, S., Dewib, N. and Arifb, D., 2021. Analysis of decision support system on situational leadership styles on work motivation and employee performance. Management Science Letters, 11(2), pp.365-372.
write