New “design” of human capital management in a flexible employment

Abstract

The labor market is constantly changing, atypical work is gaining significant relevance, especially
in the current time of restrictions associated with the coronavirus crisis. In Kazakhstan, the promotion
of a teleworking law has made flexibility in work an interesting topic and has become an increasingly
important requirement in hiring and a motivating factor for employees. In this context, this article aims to
explore the relationship between employee development and flexibility in working time and workspace
as important characteristics of sustainable management of human capital, job satisfaction and employee
productivity. In addition, the article is aimed at studying the impact on the performance of employees
of various types of flexibility – contractual, functional, working time and workspace flexibility. To emphasize
the relevance of employee development and employee flexibility as important aspects of sustainable
human capital management. To make this possible, a “Composite Employee Flexibility Score”
was developed, which considers different types of flexibility, based on employee feedback collected
through a nationally representative survey using multiple match analysis. In addition, the effect of individual
flexibility and employee flexibility on overall job satisfaction was quantified using binary logistic
regression models. The study reveals the concept of “work flexibility”, special attention is paid to the
impact of new types of workspaces (flexible office, coworking, shared home office, partial home office)
on labor productivity, job satisfaction, organizational efficiency, professional growth and development, social and professional relationships, personal professional activities, as well as the general level of work
motivation.
Key words: flexible management of human capital, methodology of agile HC management, project
management of HC, flexibility of work, job satisfaction.