The Problem.

Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs.

The Solution.

We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term.

The Stakeholders.

The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.

问题。

我们了解和了解的有关灵活工作安排（FWA）的一切都围绕着现有研究，这些研究基于组织和/或员工自由采用其使用的样本来探索FWA的效果和有效性。在COVID-19后的世界中，组织实施了FWA和员工，他们可能没有为这种安排做好准备或希望这样做。这导致在工作，文化或人不“支持” FWA的情况下实施FWA。

解决方案。

我们建议正在进行的COVID-19大流行带来的经济不确定性应将人力资源开发（HRD）的注意力转移到管理工作的组织氛围和工作期望上，尤其是在FWA方面。我们讨论了人力资源开发从业者如何提供帮助，特别是通过为管理人员做好准备以加强沟通和反馈，以及通过积极主动的工作制定来支持员工发展，从而更好地为管理人员和工人做好准备以接受短期和长期FWA的发展。

利益相关者。

本文的利益相关者包括有兴趣通过植根于人力资本的长期计划来推动成功的组织中的决策者。此外，本文还应引起HRD专业人士的共鸣，他们有兴趣与经理和员工合作，以系统地构建可持续的FWA系统。