The guidelines are organized in two parts:

Part A, Human resources and human resource management in a digital world, provides guidance on an institutional policy environment that would enable HR and HRM to respond to the above-explained two-pronged challenge; namely, enable the institution’s HR in a digital world to effectively support the institution’s transformation and, at the same time, ensure that the HRM function is reimagined and rebooted through appropriate technologies, to continue promoting staff growth, development and well-being in a hybrid workplace.

Part B, Working in a hybrid environment, provides guidance in three principal HRM areas that are being transformed by the digital world, namely:

• The work – The nature of work will continuously evolve with technological innovations and developments. Work designs and the ways of working will change as human resources become more adept in the use of the analytical and predictive capacities of new technologies. New ways of working will enable speed in problem-solving, innovating and decision-making.
• The workplace – Digital technologies enable a hybrid workplace that allows on-site workers to work in real time with off-site workers. A hybrid workplace creates various opportunities as well as issues such as the optimal use of office space, collaboration of on-site and off-site workers, right sizing the availability of on-site staff and skills, and challenges related to the integrity and security of databases that are accessible to on-site and off-site workers.
• The workforce – Human resource management needs to ensure the agility of the workforce to support the institution’s digital journey. Key competencies to develop include problem-solving and cognitive, numeracy and creativity skills; social and emotional intelligence and socially inclusive behaviour; and abilities to ideate, innovate and collaborate in teams. The professional growth and personal well-being of staff call for an employee-centric approach.

Within each part, specific guidelines are grouped according to elements presented as follows:

Guideline. The guideline is stated as clearly as possible.

Structure. This is the suggested structure to support the application of the guideline. The structure indicates the main units involved in the implementation of the guideline. It can also suggest the main units to involve in decision-making and the management of strategic plans as well as risk management and change management plans.

Mechanism. There are different ways through which a guideline may be implemented. The suggested mechanisms promote measures and controls to ensure the proper implementation of the guideline, including its timely execution, regular monitoring, evaluation and fine-tuning, and assessment of achieved outcomes.