HRM in the Post-COVID Era: The Case of Government Banks in Sri Lanka

Introduction

    The COVID-19 pandemic forced many organisations, including state-owned banks, to rethink how they manage people. In Sri Lanka’s public banking sector, the HR function in a government bank has had to adapt quickly — from remote working to digital tools and employee well-being. These changes are now part of a “new normal” for HRM.

Remote Work, Digital Tools & Flexibility

    During the pandemic, many employees worked remotely or in hybrid mode. Research in Sri Lanka found that remote working required HR to change policies, train staff in digital systems, and find new ways to monitor productivity and well-being (Adikaram & Naotunna, 2023). In a government bank branch, HR had to support staff to log in securely, access banking systems and maintain service-continuity. The shift meant HR must now blend digital tools with public-sector safeguards.

Employee Well-being and Support

    Post-COVID, HR in government banks is placing more emphasis on employee well-being, mental health and flexible arrangements. Studies show that employees’ sense of job-security, clear communication and caring work-culture were critical to sustaining commitment during pandemic disruption (Dissanayake, 2023). HR teams in government banks must therefore provide support systems such as counselling, flexible shifts or work-from-home options where feasible.

Learning, Reskilling & Strategic HRM

    The pandemic accelerated technology adoption and changed customer expectations. HR departments in state banks must now focus on continuous learning, reskilling and aligning recruitment and training with digital banking strategies. Research in Sri Lanka’s public sector shows weak HRM practices hinder performance; thus stronger strategic HRM is needed (Fernando et al., 2023). HR in a government bank must align people strategy with institutional strategy.

Conclusion

    In summary, HRM in Sri Lanka’s state-owned banking sector is evolving after COVID-19. Government bank HR functions now incorporate digital readiness, employee-well-being and strategic alignment more than before. 

References

Adikaram, A.S. & Naotunna, N.P.G.S.I. (2023) ‘Remote working during COVID-19 in Sri Lanka: lessons learned and what the future holds’, Employee Relations, 45(3), pp. 1035-1056. 

Dissanayake, K. (2023) Encountering COVID-19: Human resource management (HRM) practices in a pandemic crisis. Department of Management & Organisation Studies, University of Colombo. 

Fernando, R.L.S., Kularathna, E.A.I. & Gunasekara, H.O.C. (2023) ‘Human Resource Management Practices and Organizational Performance in Public Sector Organisations: with reference to Development Officers in the Colombo District in Sri Lanka’, International Journal of Governance and Public Policy Analysis, 5(1), pp. 27-44.

Comments

  1. niroshaniNovember 7, 2025 at 10:14 AM

    It is clear that HR in public banks has had to evolve quickly after COVID - particularly in embracing digital tools and supporting employee well-being, a timely blog on the future of HR management in the public sector.

    ReplyDelete
    Replies
    1. Kalani BinushaNovember 18, 2025 at 7:18 AM

      Thank you for your thoughts. Yes, COVID really pushed public banks to change fast, especially with digital work.

      Delete
  2. CHARUNDYA WICKRAMASINGHENovember 16, 2025 at 8:31 AM

    It’s great to see Sri Lanka’s state-owned banking sector evolving in response to COVID-19. The focus on digital readiness, employee well-being, and strategic alignment is a positive shift that can help the sector stay competitive and resilient.

    ReplyDelete
    Replies
    1. Kalani BinushaNovember 18, 2025 at 7:19 AM

      Thank you for your kind comment. I agree that these changes will help state banks stay strong in the future.

      Delete
  3. Rukshan HewamallikageNovember 22, 2025 at 12:56 AM

    As someone working in hospitality, I can really relate to the themes in this article about HRM in Sri Lanka’s government banks. The pandemic forced all of us—whether in hotels or banks—to rethink how we care for our people while keeping services running. In hotels, just like in banking, remote work wasn’t always possible, but digital tools, flexible shifts, and above all, attention to employee well-being became essential. What struck me most is the emphasis on dignity and support: counselling, clear communication, and reskilling. These are not just HR strategies; they are human strategies. Whether serving guests or customers, the lesson is the same—when we invest in our people’s wellbeing and growth, we build resilience and trust that lasts beyond the crisis

    ReplyDelete
    Replies
    1. Kalani BinushaNovember 28, 2025 at 2:51 AM

      Thank you! Yes, attire builds trust in both banking and hospitality, and balancing comfort with tradition is very important.

      Delete
  4. DayanNovember 26, 2025 at 9:40 AM


    This blog effectively captures the lasting impact of the COVID-19 pandemic on HRM in a traditionally structured sector. It correctly identifies the shift from administrative functions to a more strategic, empathetic, and digitally-integrated role. The focus on employee well-being and reskilling as core to post-pandemic strategy, rather than as temporary measures, highlights the essential evolution required for public banking institutions to remain resilient and relevant. A clear and relevant summary.

    ReplyDelete
    Replies
    1. Kalani BinushaNovember 28, 2025 at 2:51 AM

      Thank you! I agree, COVID made all sectors focus more on well-being, digital tools, and strong support for employees.

      Delete
  5. Dilmini WanigasekaraNovember 28, 2025 at 6:24 AM

    Good post! as a Banker we know how the post-COVID period has pushed HR teams in government banks to rethink almost every aspect of people management from digital readiness to staff well-being. The move towards remote access, training, and secure systems wasn’t easy, but it definitely strengthened our resilience. Most importantly, the renewed focus on mental health, flexibility, and open communication has created a more supportive work culture.

    ReplyDelete

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