Sensible Leaders and Hybrid Working: Challenges for Talent Management

Anielson Barbosa da Silva (), Fernando Castelló-Sirvent and Lourdes Canós-Darós
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Anielson Barbosa da Silva: Department of Management and Graduate School of Management (PPGA), Federal University of Paraíba (UFPB), Cidade Universitária, João Pessoa 58051-900, Brazil
Fernando Castelló-Sirvent: Department of Economics and Finance, ESIC Business & Marketing School, 46021 València, Spain
Lourdes Canós-Darós: Department of Business Management, Universitat Politècnica de València (UPV), 46022 València, Spain

Sustainability, 2022, vol. 14, issue 24, 1-15

Abstract: Talent Management (TM) was affected by unprecedented disruptions unleashed by the COVID-19 pandemic in the workplace. The sequential periods of international lockdown, in many cases, forced activities to be redirected for a blended or hybrid form of teleworking. Spatial mobility impacted on the performance of the TM. The impacts have been so deep and widespread that organizations had to adapt to crises using intensive Information and Communicating Technologies (ICT). Hybrid Work (HW) is a modality that became more usual after several COVID-19 waves and lockdowns. In this context, Talent Management depend on sensible leader’s capabilities to attract, maintain, develop, and retain talents to strengthen organizational performance, productivity, and competitiveness, mainly in HW context. In this context, we use Factiva tool to check the relevance of this new way to work before and after the COVID-19 pandemics. This paper discusses some challenges to TM in HW as Relationship based on Trust, Team engagement, Knowledge management, Renewal of Organizational Culture, Inclusive practices and Life-work continuum (LWC). Finally, we present some trends for TM especially in HW to help organizations to counterbalance disruptive events in the future.

Keywords: disruption; hybrid work; information and communicating technologies; talent management; sensible leaders (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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