Beyond boundaries: bridging work arrangements and societal well-being

This paper examines how the COVID-19 pandemic accelerated changes in Human Resource Management (HRM) to support remote, hybrid, and flexible work arrangements, and considers the implications of these changes for Common Good Human Resource Management (CG-HRM). Drawing on Organisational Adaptation Theory, Stakeholder Theory, and CG-HRM principles, it proposes a conceptual framework mapping organisational responses across work models, from fully remote and hybrid configurations to mandated returns to the office. The analysis highlights consequences for employee well-being, work–life integration, organisational culture, and environmental sustainability. It argues that organisations aligning HRM adaptations with Common Good principles are better equipped to manage post-pandemic complexity while generating wider societal benefits. Four HRM domains are identified: virtual recruitment and onboarding; performance management for distributed teams; employee well-being and work–life balance initiatives; and digital training and development. By integrating these perspectives, the paper addresses a gap in research on sustainable HRM amid crisis and rapid change. It offers practical insights for aligning organisational adaptation with social well-being and environmental responsibility, while outlining a future research agenda on the long-term effects of HRM and Human Resource Development innovations on organisational outcomes, mobility, and the common good.