人資小週末HR Friday，一個屬於人資人員的專業實務社群，自成立兩年以來，以免付費的經營模式與分享薪傳的精神，在版主與核心團隊夥伴們的群策群力下，以無私的付出與貢獻，持續經營每周的分享課程，以及其他的相關課程與活動。除了擁有實體聚會，還發展出專業社群網路平台。在會員人數成長與需求多元下，課程是否能繼續符合會員所需？以及大型活動的陸續舉辦，是否只能以募款方式籌措經費？若經營模式轉變，核心團隊是否有能力因應改變所需的組織架構與人員特質需求？轉變對會員的衝擊有多大？會員們是否願意接受這些改變？核心夥伴們對於這些問題爭議不休，也無法達成共識。要如何讓人資小週末成為真正有影響力的人資團體，經營模式是否改變的決策困擾著版主。
本個案旨在探討人資小週末社群成員，對於本社群服務宗旨的認同，以及在此社群獲得的自我成長與成就感，同時享受共同營造出的舞台與空間，所產生的心流現象；討論企業若能以專業實務社群的運作，營造出員工心流環境，讓員工願意主動的在工作上付出與投入，達到個人與企業的雙贏。當經營模式改變後的價值觀改變，產生成員認同感被破壞，由於心理契約改變引起的員工行為改變，企業經營該如何謹慎處理。進而探究在企業經營模式改變時，現有人員適配性問題，人員是否具備新角色所需的人員特質與合適的適配性(與工作適配、與團體適配、與組織適配等)，在企業經營模式改變的抉擇時，人員的適配性將影響新的決策是否能成功推動與達成。

HR Friday, an HR professional community of practice in Taiwan, has established for two years operated by HR volunteer workers in Taipei. HR Friday runs under free membership and non–profit business model. Although there has no finance support, HR Friday still overcomes many obstacle and conduct weekly programs, monthly workshops and some other activities. Also, members in HR Friday develop a professional social network website, creating a knowledge-sharing platform which provides online interactions among the members all around the country. As the expansion of size and diversities of HR Friday, it faces a lot of problems, including whether the course outline can meet the members’ needs or not. Recently, the increasing amount of activities causes the finance shortage. Should HR Friday change its business model to a member fee model or still remain its free membership? The funder and core members are in a debate on the business model issue.
This case study aims to explore the flow experience and psychological contract of community members. We can explore the phenomenon of flow experience from their self-growth, achievements and enjoy their stage of the members. We can discuss if an organization can create a flow environment to operate in a communities of practice. In the perspective of psychological contract, will the argue come from the member identity and core value change. We can discuss and explore will the member of the organization can fit to the requirement of new role? We can discuss and explore the existing personal fit issues. Will the change need to consider whether personal characteristic of funder and core members can fit the change or not? All of above may affect the success during the organizational business model transformation.

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