Human Resource Management Resilience’S Practices For Postcovid19 Cameroon Companies

The Covid-19 pandemic seems to be a catalyst for organizational reforms. The lived experience questions the HRM (Human Resource Management) model of post-Covid19 companies. This article shows, using a prospective phenomenological approach, the limit of the geographical contingency of HRM. The conclusions prove the need to implement a proactive, agile, socially responsible HRM, capable of guaranteeing the productive capacity of the company to ensure the continuity of its activities and to implement a prospective post-crisis strategy. HRM must “chameleonize” itself and become a HRM of social solidarity that mobilizes multitasking skills to preserve the productive capacity of the company before, during and after any crisis situation. This study use a sample of 30 companies with semi-structured interviews with HR managers or officers. The research method used is content analyse. The most important activities for companies in Cameroun in the perception of HR managers from this country are using a predictive management, having a flexible and pro-responsive to crisis and adaptation for employees safety. The lessons learned from Covid19 show that it is becoming inevitable for companies to demonstrate agility and humanity. However, the subjective nature of the phenomenological approach and the prospective nature of the study are its main limitations.