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The Role of global governments and HR Post-Coronavirus and in the New VUCA Discussed By MBRSG

The Role of global governments and HR Post-Coronavirus and in the New VUCA Discussed By MBRSG

MBRSG
MBRSG

The developments and function of global governments post-coronavirus pandemic, and Human Resources management in the new VUCA have been the topics of two discussions hosted by the Mohammed bin Rashid School of Government (MBRSG) - the first research and teaching institution targeted on promoting governance and public policy in the Arab world.

Forming part of a programme of live Instagram classes on MBRSG’s official Instagram account: @MBRSGAE that are taking place every Monday and Wednesday evening till April 29, the first of the two discussions – the fifth in the series - explored the mechanisms for activating human resources management towards a new fact once the Covid-19 disaster has passed.

Titled ‘Post-Corona Governments’ the activity noticed Professor Raed Awamleh, Dean of MBRSG, exhibit the most important international trends in the future of post-Corona governments, namely, a re-examination of the central role of governments in protecting societies and the promotion of new and high quality mechanisms to maximise global efforts in combating crises. These encompass reviewing education and health policies, social protection, the developing use of Artificial Intelligence (AI) and technology, restructuring the sectors of aviation, tourism and entertainment, and reviewing issues touching on to the environment and climate.

Raed Awamleh mentioned that the current disaster has impacted government moves on 5 key elements; legislation and policies; organisational structures and human resources; fitness and education; governance; and infrastructure.

With respect to the first element, Awamleh defined that it is essential for governments to function flexibly and quickly, to speed up their work, to use AI broadly and to rent information and behavioural sciences to replace policies and legislation.

With regards to organisational structures and human resources, he pressured that governments should construct obvious and bendy structures that create stable work teams and discover an efficient components for mixing bendy work with remote work. He also advocated efficient remote training and creating tools for evaluating the performance of employees, in addition to offering employees with behavioural and technical skills, such as time management and teach them on making use of state-of-the-art technologies.

With regards to education and health, Professor Awamleh believes that governments have to review the concepts of public health, specifically preventive health care, and a wider use of data and AI in monitoring and predicting diseases at the level of individuals and society as a whole. He additionally emphasized at the same time that governance systems have to be fast, bendy and results-oriented in both the health and academic sectors.

Focusing on infrastructure, Professor Awamleh pointed out that governments will see progress in enhancing the effectivity and quality of the digital surroundings and strengthening of technology, while restructuring licenses and commercial real estate to maintain tempo with the changes.

MBRSG’s second session, the sixth in the series, was titled ‘The Impact Of The Coronavirus On HR: The New VUCA’ and saw Dr.Yousif El Ghalayini, Assistant Professor in Public Administration and Executive MPA Programme Coordinator at MBRSG, address the significance of human resources management as a device to overcome crises and disasters, stressing that the role of human resources have to not be restricted to defending employees, but additionally to assist institutional sustainability with effective strategies.

El-Ghalayini pointed out that dealing with crises normally places a center of attention on the significance of defending corporate assets for business continuity, however that human resources have a indispensable role in this equation with the need to maintain human capital in the course of crises as essential as business sustainability.

According to El- Ghalayini, the role of human resources is twofold throughout crisis management, having an interactive position and a proactive role. He mentioned that bettering personnel readiness to make sure proper planning of crisis management is accomplished by subjecting the worker to relevant training guides and programmes and bettering their awareness of all channels.

El- Ghalayini pointed out that the future of work lies in making sure the welfare of people by developing more bendy offerings and growing worker experiences, as well as developing a work environment based on elements such as institutional culture, participation, training and management. In doing so, he said, the strength of influence is transferred from the organization to the employee, which helps employee-cantered new reality management.

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