Abstract : This study examines how organisations can be steered through the adoption of New Ways of Working in human resource management during and after the COVID-19 pandemic. It focuses on identifying the critical HRM challenges faced during COVID-19, the new work practices adopted by HRM, and the extent to which these practices support organisational performance and growth in the post-pandemic period. The study adopted a quantitative research methodology using a positivist philosophy, deductive approach, and exploratory research design. Primary data were collected through an online survey questionnaire administered to 60 HR managers and executives working in Malaysia-based companies. The questionnaire included demographic and research-specific items measured through structured response options and Likert-scale statements. The data were analysed using descriptive percentage analysis and presented through tables and graphical interpretation. The results show that HRM faced significant challenges during COVID-19, particularly in relation to employee health and safety, economic uncertainty, lockdown-related remote management, virtual communication, and trust-related ambiguity. The findings also indicate that organisations adopted multiple New Ways of Working, including remote work, flexible work-from-home arrangements, virtual communication, online training, additional sick leave, and work-life balance practices. Flexible working and remote work were found to support employee motivation, satisfaction, productivity, and organisational growth. The study contributes to post-pandemic HRM literature by positioning New Ways of Working as a strategic approach for organisational resilience, employee well-being, and sustainable performance.