Building a Contextually Agile Workforce

ABSTRACT Human resource management (HRM) theory has long recognized that context shapes employee behavior and performance. Less developed is the employee competency through which individuals determine what a given context requires and adjust their behavior accordingly. This article develops contextual agility as a competency needed when expectations, norms, cues, or relationships are unfamiliar, unstable, conflicting, or under‐specified. Under these conditions, routine responses are often insufficient; employees must adapt, recombine, or construct responses that fit the context. I argue that contextual agility operates through three interrelated processes: attentional openness, regulatory flexibility, and response enactment. At the individual level, these processes are supported by six durable skills: curiosity, humility, resilience, tolerance of ambiguity, perspective‐taking, and relationship‐building. The article contributes to HRM theory by specifying contextual agility as a competency that links contextual demands to appropriate behavioral responses, and by explaining how HR systems can select, develop, reinforce, and scale this competency to build a contextually agile workforce.