Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 6

businesses on the verge of recovery, HR's function is becoming even more critical in serving a pillar of strength by aligning the organisational strategic intent with the present circumstances by navigativing into its vague present and unforeseen future by critically examining on certain crucial variables like remote engagement for employees, remote working affecting day to day operations and social implications of employee centric culture in the organisations. This research is aimed at the effects of the recent unpredicted crisis on startups and the entire business community. II. R eview of L iterature Kiconco Yvonne (2021) stated that the COVID- 19 pandemic has thrown people's lives into turmoil, affecting not just their finances but also their health and well-being. Both the employer and the employee are stressed as a result of psychological and bodily discomfort, as well as on and off work schedules. Competition-driven pressures to live in a failing economy have paved the way for the 'New Normal,' in which the existing condition is accepted as normal with new adjustments. Employees have had to risk their lives by leaving the so-called comfort of their homes to join the office, while others have converted their homes into offices in order to work from home. They are at increased risk of infection and are agitated as a result of the new working environment. The most difficult step for businesses is ensuring the well-being of their staff in order to maintain consistent and timely work development. During this pandemic, HR has become the most important factor. The most difficult task in a crisis is dealing with people and getting work done with minimal resources. The current article examines the three phrases 'New Normal,' 'Employee Wellbeing,' and 'Role of HR' in relation to one another and offers insight based on many studies in this sector. Employee well- being has been shown to be a widely discussed topic that has long been a source of concern for all HR professionals. Employee well-being ensures reciprocal benefit for both the employee and the company. Dhrupa Bhatia (2021) studied the pros and cons of WFH initiatives. The pros of WFH have been identified as less wastage of time, support in cost cutting initiatives, updated digital workplace, help in busting hierarchy and enable effective and quick decision making. The cons of WFH initiatives are the varied sentiments of the employees, limitations for economically backward countries to implement WFH initiative, and data security threats. The concept of ROTA system, which facilitates different teams alternating between home and office, can be an initial step towards WFH. The driving forces for WFH to be part of HR policy are the updating of risk management plans, advances changes and innovations will form the worldwide economy, and easy availability of new talent due to less locational issues. Iza Gigauri (2020) highlighted that COVID-19's extraordinary improvements have compelled businesses all around the world to speed their transition to digital business operations. Human resource management (HRM) is at the centre of these changes, assisting organisations in navigating the uncertain present and future. In order to preserve company continuity and work-life balance, HRM must manage people in firms during a crisis. Changes in rules, processes, workspaces, collaboration systems, and employee wellness are becoming increasingly important as the future brings more flexible, remote-friendly, digital working standards. Max Reinwald (2021) found that many parts of our society and work life have been severely altered as a result of the COVID-19 epidemic. He examined how daily fluctuations in infection rates in employees' neighbourhoods affect daily variations in employee work engagement. The suggestions highlighted that rising COVID-19 cases have an impact on employee engagement, depending on the individual sensemaking processes of the workers, using the conceptual framework of event system theory. The certain variables like employee age and received leader support are important context factors for these sensemaking processes, and that, in particular, older employees and employees who receive little leader consideration react to rising local COVID-19 infections in their vicinity with lower work engagement levels. Christina Shaji (2020) coined that the Coronavirus has provided leaders with a once-in-a- lifetime opportunity to ponder and introspect, something that would have been difficult to do in the normal course of business. The pandemic crisis may compel many businesses to reinvent work techniques in order to stay in business and to better adapt to technology. This strategy will be employed not only during the lockdown period, but also during normal times in the future. Technology is at the heart of the new workplace reality, which also benefits from decentralisation. Digital champions have a higher chance of surviving and adapting. While this has the potential for cost savings, team diversification, and quick iterations of the organisation's progress, a strong culture is required for success. In reaction to the spread of the Covid-19 virus, many companies have decided to undertake all work remotely. The importance of business resilience and the agility to embrace virtual collaboration tools and processes has been highlighted as a result of this. HR should change to a more human-centric approach in a post-Covid-19 environment, where employees must adjust how they operate. Human Resource managers bear a significant amount of responsibility for keeping all staff motivated and making them more productive and efficient. They must learn new skills, create new 2 Global Journal of Management and Business Research Volume XXII Issue VI Version I Year 2022 ( ) A © 2022 Global Journals Understanding Organizational Remote Engagement and Employee Social Transformation in Post-Covid Times with Special Reference to Startups in India