The expansion of COVID-19 pandemic has cast aspersions on the traditional view of work styles. The practice of remote working displaces office work to home and the third place, helping people save commuting time and restore the balance between work and life. This new style of work hasn’t been achieved without the advanced and matured digital technologies, such as mobile devices and cloud computing/networking. Below the surface, the changes in industrial structure go underway, sifting from the pursuit of physical and financial resources to the accumulation of intangible assets created by human. Intangible economy exerts a large influence on corporate strategies and human resource (HR) practices. During and after pandemic, organizations must face the double-bind policy for HR; increasing corporate-specific investment and maintaining mobility of human capital across organizations, simultaneously. Then, this paper reviews the literature of industrial and organizational psychology for the purposes of capturing the current scientific knowledge in the field and of assisting HR practitioners working in the digital and intangible economic environment. Particularly, the paper focuses on the three important topics: 1) selection and screening, 2) performance appraisal, and 3) human resource development. Regarding the selection research, impacts of HR Tech, selection via social networking services (SNS), pros and cons of web interviews, overview of interview contents, impression management in employment interviews, and the effects of gamification and simulation on selection are scrutinized. The reviews regarding key concepts of performance appraisal, new perspective of outcome distribution, and incongruence of subjective and objective ratings will follow. Finally, the paper looks at the research in training effectiveness, experiential learning, and error training as the marked topics in HR development.
https://ror.org/0197nmd03 
