The global financial crisis has had important lessons on human resource management. According to Riverbark (2010), when organizations productivity was at its all time low because of low demand of products and services in the market, most organizations failed to restructure their human resource management policies and ended up laying-off most of their employees. However, smart organizations realized the value of part-time workers. Instead of the organization struggling with the burden of a redundant workforce, some companies opted to restructure their human resource policies and got the value of part time employees. They found no need for having large pool of workers physically present in the organization but who productivity remained low. A point case of employee engagement, research has shown that most employees prefer being part-time worker as this comes with a degree of flexibility and in return, employees become more engaged to the organization (Federman, 2009; Sacks, 2009; Ross, 2009). This means that the trend towards switched-on employees is gaining momentum and it may define the future trends in human resource management. Contrary to major beliefs that part-time employment reduces employee engagement, it has been shown to increase employee engagement as modern employee seek more flexibility in their work.