Changes in Learning Tensions Among Geographically Distributed HR Advisors During the COVID-19 Pandemic

In this chapter, we research how changes in learning tension because of the COVID-19 pandemic affect the learning capabilities of HR advisors in a geographically distributed public HR function. The primary research question is therefore: How do tensions related to learning among HR advisors in a health-sector trust change during the COVID-19 pandemic? Through a longitudinal study consisting of interviews, focus groups, observations, and document studies, we found that the different views with respect to the digital provision of HR services, as well as learning and development, created a tension between the centralized and decentralized HR advisors before the pandemic. During the COVID-19 pandemic, the preconditions for collaboration across the centralized and decentralized HR advisors were changed. Everyone had to work from home with a geographical distance to colleagues and users, combined with more frequent meetings in a crisis situation, which created a sense of unity and belonging. This led to a reduction in learning tensions and cognitive distance and changed the view of learning and development. The combination of a high tension before COVID-19, and a lower tension during COVID-19, was the balancing act that led to the HR advisors being able to learn from each other, even at a distance and be a relevant support in the innovation process.