The post-crisis context provides organisations with an opportunity to learn from the
weaknesses of previous structures and processes. Previous research on HRD value has
been applied mostly to ‘steady state’ business environments and is limited in
understanding how HRD value is impacted by crises and how HRD operates within the
unique dynamic environments created by crisis. Crises are known to extend over time,
requiring different crisis management objectives for an organisation to successfully
emerge from a crisis event. Whilst HRD and crisis management scholars share similar
concerns and areas of inquiry when considering organisational behaviour, there is a lack
of research that explains the specific HRD practices and roles that deliver HRD value
and how HRD might need to adopt a more dynamic approach in a post-crisis context.
The study adopts a grounded approach and draws upon qualitative research data drawn from semi-structured interviews with 50 key stakeholders from 23 UK and Irish Banks. Further data was collected from a UK Bank consisting of 15 interviews and two focus groups undertaken in 2018/19 several years on from the on-set of the Global Financial Crisis. The study contributes to academic knowledge by providing a Dynamic HRD Post-Crisis Theory. It identifies that there is value in HRD becoming conversant with crisis management models and using that insight to act as a strategic partner within the crisis process. Armed with this knowledge, HRD practices can support organisational
objectives at each stage in the crisis journey. HRD value is demonstrated by the HRD
function adopting dynamic HRD roles and capabilities that scan environmental changes
and leverage these opportunities to deliver value to the organisation. The findings raise important questions for the need of HRD to understand crisis management practices and extends the use of dynamic capabilities.