Between fragmentation and hybridization of the work environment: Which HRM(s) for tomorrow?

This 35th congress aims to explore the challenges and opportunities related to the evolution of human resources management practices in a constantly changing context. This congress will be an opportunity to bring together researchers in Barcelona, a city presented as the European Silicon Valley, the cosmopolitan capital of the Spanish region of Catalonia and modernism, in order to stimulate debates and exchanges on the issues related to the profound transformation of the professional landscape marked by the fragmentation and hybridization of the work environment. 

These changes are the result of the emergence of new forms of employment, technological advances and the increasing interconnectedness of different sectors of activity. On the one hand, the fragmentation of the work environment is reflected in the emergence of atypical forms of employment, such as self-employment, fixed-term contracts, remote work, the implementation of time-sharing, wage portage and the development of digital work platforms. This diversification of employment forms poses challenges in terms of talent management, training, skills development, and human resources management. On the other hand, the hybridization of the worlds of work that results from the increasing interconnectedness between different business sectors, such as technology, artificial intelligence, and automation, requires agile management of multidisciplinary teams and increased cross-sector collaboration. For example, hybridization driven by technological developments and the growing use of artificial intelligence and robotization have led to a profound transformation of the health professions.

In the face of these developments, it is essential to rethink traditional approaches to meet the challenges posed by this new reality: HRM must question its positioning, its innovative practices and its role in creating a sustainable work environment. How can tomorrow’s HRM adapt to this fragmentation and hybridization? Is a more flexible approach that focuses on employability rather than the employer a solution? How can we think about employee loyalty in this context? How can the HRM of tomorrow foster diversity, cooperation, and innovation by encouraging knowledge exchange and professional mobility?

Hybridization is generally a new, intermediate, or synthesis of pre-existing forms of organizations. The hybridization of the work environment is a complex object to define, it is a “protean object” in the sense that there is no single management of human resources. To understand this object, we propose four questions:

The positioning of tomorrow’s HRM and its leadership:

The first sub-question that this congress wishes to explore concerns the positioning of tomorrow’s HRM and its leadership. How can HR professionals adapt to the fragmentation and hybridization of the work environment? What roles should they play in supporting these transformations? How can they help shape a company culture of agility, innovation, and collaboration? We encourage researchers to present their work on the new leadership skills and approaches needed to address these challenges. What are the new forms of relationship to work? How does the question of meaning at work arise in a context of fragmentation and hybridization? What are the impacts on professional identity? How can we develop a clear and coherent corporate culture in a context of hyper-fragmentation of work?

Innovations in tomorrow’s HR practices:
The second sub-question invites researchers to reflect on the innovations needed in tomorrow’s HRM practices. How can HRM integrate non-standard forms of employment, such as self-employment and remote work? What are the best strategies to develop and maintain workers’ employability in a context of career fragmentation? How can new technologies be used to improve recruitment, training, and skills development processes? We encourage contributions on innovative HRM practices that promote adaptability and flexibility. What are the organizational responses in a context of fragmentation and hybridization of the work environment? (Liberated enterprise, holacracy, etc.). What is the role of local management in this context (posture, role tensions, etc.)? What are the steps to be taken to inform the prospect of professions, skills, and work?

Possible impact measures in HRM in a “sustainable” world:
The third sub-question focuses on the possible impact measures in HRM in a “sustainable” world. How can HRM contribute to the creation of healthy and fair working conditions? What are the levers to promote diversity and inclusion in organizations? How can HRM support sustainable and responsible development initiatives? Researchers are encouraged to present their studies on the impact of HRM practices on employee satisfaction, talent retention, and organizational performance in a sustainability context. What are the contours of a “decarbonized” HRM? How can we rethink the terms of the psychological contract between the employee and the employer? What are the impacts of new forms of work on health and quality of life at work? What are the ethical issues raised by the use of new technologies in HR?

New theoretical frameworks to better understand this phenomenon of fragmentation and hybridization of work:
The fourth sub-question aims to encourage researchers to reflect on new frameworks for reading in this changing context. How can we understand the fragmentation, hybridization, and digitalization of the work environment? We will be able to discuss the theoretical, transdisciplinary – or non-transdisciplinary – perspectives to be developed. In the same way, we can question the research methodologies that allow us to have access to the lived experience of employees confronted with this fragmentation and hybridization of the work environment.

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