(1) The objective of this study is to analyze working from home (WFH) arrangements implemented during the COVID-19 pandemic. We are focusing on: 1. The main challenges and differences in WFH arrangements, compared to regular work before the pandemic. 2. The scope of WFH workload and its potential negative effects on workers’ well-being and reconciliation of work and family. 3. Organizational support to workers WFH, including communication with co-workers, IT specialists, and leaders, and required competence to perform WFH. 4. Organization support of work process, including data access, provision of IT, and work supervision. (2) The research is based on structured interviews with 102 employees and leaders of WFH in the second wave of COVID-19 in Slovenia. (3) Results strongly confirm previous research and emphasize that the pandemic has suddenly completely changed the WFH by placing a much greater accent on work–family reconciliation, communication among co-workers and leaders, work organization, workload, and organizational support. (4) Identified WFH practices developed during the pandemic will help individuals and businesses to optimize WFH and hybrid work, which is on the rise.

Achieving sustainability is becoming a primary agenda for many societies throughout the world. However, we are currently witnessing a surprising stagnation in progress toward this goal. Neoliberal values of individualism, privatization and competitive advantage are proving to be hard to breach. Hence, there is a pressing need for change. Through an extensive literature overview, the present paper identifies existing misconceptions and differences in the comprehension of concepts such as sustainable development, corporate social responsibility and the relationship between strategic human resource management (HRM) and sustainable HRM. It describes and acknowledges the hindrances that sustainable HRM faces in practice, with a particular focus on the predominant schema of strategic HRM and the misconception of corporate social responsibility. The aspiration of the paper is to pose a new model of sustainability by implementing sustainable HRM at the center of sustainable development and corporate accountability. The proposed model is intended as a measurement of the levels of sustainable development in which organizations find themselves and report on, and as a more comprehensive model of sustainable HRM, which has the potential to be applied in practice.

Sexual harassment against female migrant domestic workers is a public health problem, which remains hidden and largely underreported. The current paper presents the results of a qualitative research study on sexually victimized migrant domestic workers in four European countries (Austria, Cyprus, Greece, and Sweden). The study aimed at exploring the profile and experiences of victimised individuals. Data were gathered via 66 semi-structured interviews with victimised female migrant domestic workers. Key findings of the current study indicate that the victims: (a) were usually undocumented and had low local language skills; (b) identified domestic work as the only way into the labour market; (c) suffered primarily psychological, economic, and social consequences; (d) had poor social support networks; (e) were poorly connected to governmental support services. This is the first study to explore this hidden problem via direct contact with victims. Addressing barriers of migrants’ social integration seems important. Better regulation and monitoring of this low-skilled occupation could minimise risks for vulnerable employees.

(1) Background: The objective of this study is to obtain insights and analyse hybrid work (HW) arrangements implemented after the COVID-19 pandemic in Slovenia. We first define the concept of HW. We focus on organisational support of HW within the work requirements and resources model framework and are interested in the following aspects: The extent and the effects of HW on the quality of work, work/life balance, and workers’ well-being; ways in which HW is supported by the organisation; and key organisational challenges of HW. (2) Methods: Structured interviews with 75 workers and managers of hybrid work in Slovenia. (3): Results: HW is formalised and organisationally supported. The initiative for it lies primarily with the employees and is based on a high level of trust. The smooth implementation of the HW process requires mutual concern from employees and employers, an active role from leaders, and frequent live face-to-face collaboration. (4) Conclusions: Identifying HW practices, challenges, and the recommendations for work environments, will help individuals, HR managers, organisational leaders and businesses to optimise their HW arrangements.

The project »The Retention of Personnel in the Slovenian Armed Forces« (2024– 2025) initially aims to develop a model of risk and protective factors for personnel retention. This article presents a theoretical model of the key retention factors. A two-stage content analysis is used, starting with a comprehensive review of 223 sources, including 191 international and 32 Slovenian sources, using a coding system to group the factors. The second stage categorizes these factors into macro, micro, and individual levels, and in the third stage, a model of the socio-ecological factors influencing retention is developed.

In international comparative studies of personnel management/HRM, one of the central issues is to identify similarities and differences in approaches to this specific function in organisations. The driving forces in a market economy lead HRM practices in different countries down more or less a similar path. In this case it is assumed that the best methods and practices that have proven themselves indeed exist, and these have therefore been found in use whereever a market economy works. The same trend is noticeable when talking about the influence of institutional forces in European Union that result in HRM practices becoming increasingly similar in different countries. At the same time, developments in HRM in different countries are influenced by deeply rooted value systems and cultural traditions that act as forces creating and maintaining divergence. The comparison of Slovenia and Estonia offers specific insights into how and why the HRM function has changed in organisations in two new European Union member countries.