Work Has Changed, Has HRM? Designing for the Distributed, Fragmented, and Fluid Era

This paper addresses the growing misalignment between traditional human resource management (HRM) systems and the realities of distributed, fluid, and fragmented work. To address this issue, we introduce the FLUID‐HRM framework—a layered design architecture that reconfigures core HRM domains (resourcing, rewards, development, relations, work systems) across onsite, hybrid, and distributed forms of work. The framework is anchored in five structural principles of fluidity: spatial flexibility, temporal desynchronization, employment multiplicity, identity fragmentation, and digital mediation. For each, we propose differentiated HRM responses and corresponding information system (IS) infrastructures. Rather than retrofitting core legacy models, FLUID‐HRM offers a principle‐based approach for designing ethical, effective, and inclusive people systems in boundaryless work environments. By linking structural challenges to HRM innovation, we extend foundational HRM theory and provide actionable guidance for organizations navigating the transformation of work.