The purpose of this paper is explore if human resource flexibility (HR flexibility) facilitates the development of organizational ambidexterity (OA), which in turn brings positive effects on firm performance. We proposed a quantitative approach. The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels. We chose the hotel industry because their dynamism requires companies to have to anticipate (exploration learning) and the sectorial hostility forces the firms to offer good price (learning exploitation). This paper represents a valuable contribution to the literature in several ways. Firstly, this research advances in the understanding the factors that stimulate the OA. It determines the extent to which Human Resource Flexibility influences organizations to develop, simultaneously, learning exploration and exploitation. This “micro” approach about the OA complements the current literature about this topic. Secondly, this paper provides empirical evidence on the relationship between OA and performance. And thirdly, the results obtained allow us advance in the understanding the relationship between Human Resource Flexibility and performance. Our findings demonstrate that the relationship between these two variables is not direct. This relationship is mediated by OA. This conclusion can be a reference for further research in this area. The practical implications that emerge from this paper are the following. The conclusions of the research demonstrate that the ability of the firm to follow, at the same time, exploration and exploitation learning, has a positive effect on organizational performance, and the HR flexibility is an antecedent factor in this process. This is a conception of HR flexibility that would be placed within the paradigm of organizational dynamic capabilities. More precisely, a need would exist to encourage behavioral flexibility; that is, to develop all those employees’ ability to adapt their responses and actions to any new circumstances which might eventually arise in the workplace. This behavioral flexibility will be viable as long as skill flexibility is previously developed; in other words, employees need to be versatile in order to perform different tasks and/or functions, and they must also be given the opportunity to develop new skills in the future. Finally, the human resource management has to implement people management practices which can easily adapt to any potential organizational contingencies.