What do HR practitioners do when a crisis strikes?

Purpose This study investigates the actions and decisions of human resource practitioners (HRPs) and others with people management responsibilities (HRPs) in Australia and Brazil in response to the COVID-19 pandemic. It seeks to understand not only what HRPs did during the crisis but also why they did it, using institutional theory to provide deeper insights into their actions. Design/methodology/approach The research employs a qualitative approach with data collected through open-ended surveys, semi-structured interviews and written narratives from HRPs in Australia and Brazil. The data were analysed thematically using NVivo and Atlas TI, using free-coding and neo-institutional theory as a framework. Findings The study reveals that HRPs played a critical role in maintaining organizational legitimacy and ensuring business continuity during the pandemic. Their actions were guided by regulative, normative and cultural-cognitive pressures, and they engaged in institutional work to create, maintain and disrupt practices. Key areas of HR activity included staffing issues, mental health and well-being, remote working, communications, performance management, technology, business continuity and leadership capability. Practical implications The practical implications of this paper emphasize the essential role of HRPs in maintaining organizational legitimacy and business continuity during crises like the COVID-19 pandemic. HRPs' actions, driven by regulatory, normative and cultural-cognitive pressures, involved adapting practices to new challenges. This study highlights HRPs' importance in managing staffing, mental health, remote working, communications, performance management, technology, business continuity and leadership capability. The findings offer valuable insights for HR professionals to navigate future crises effectively and support organizational resilience. Originality/value This research contributes to the understanding of HRM practice in crisis situations by applying institutional theory to explore the micro-level actions of HRPs. While the work of HRPs can seem disjointed and reactive, it is rather strategy-in-action, and a critical contributor to ensuring that an organization can survive in its environment in both “normal” times, but particularly in times of crisis.