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The article sought to address real or perceived “teleworking hesitancy” by generating empirical evidence on employee exposure to teleworking in a global south context. The results of the empirical investigation were integrated with the growing body of research on the future of the post-pandemic workplace. The results depicted the opposite and significant effects of perceived workload and organizational teleworking support on employee teleworking experience and the (growing) desire to utilize flexible working options. Furthermore, the results showed the significant effects of nonwork demands (negative) and resources (positive) on work engagement and the moderating role of external support contacts. The results further affirmed the mediating role of work engagement on perceived productivity. Based on these results, incremental “A-E” policy and practice considerations that place talent at the heart of organizational efforts to remain sustainably future-fit are proposed. The proposed policies and practices carry a futuristic bias, a conscious recognition that the future workplace will be “hybrid.” Areas for future research are presented.

Orientation: Faced with high contextual dynamics, organisational leaders are looking to resilience as a resource to help their employees manage their well-being as they adapt to the changes. Appreciating the complementary resource streams that help employees adapt or transform the context is an urgent priority.Research purpose: Drawing on the conservation of resources theory, the study evaluated the moderating role of political skill in the relationship between work engagement and resilience at work.Motivation for the study: The quality of the employees’ personal and social resources at work could explain the degree to which they move beyond mere adaptation to thriving.Research approach/design and methods: The data collected from a convenient sample of over 200 individuals were used to construct a hierarchical multiple regression model.Main findings: There was a significant association between work engagement and resilience at work. The interaction term between work engagement and political skill accounted for a significant proportion of the variance in resilience at work.Practical/managerial implications: The result suggests that work engagement and political skill act in an integrative way to replenish adaptive resources at work. Organisational leaders must inculcate and nurture cultures that promote these complementary capabilities if they are to enjoy adaptive advantages. These capabilities are learnable and, hence, developable.Contribution/value-add: The study model deepens our understanding of the integrative mechanisms that nourish employee resiliency.

Orientation: Working from home eliminated the work–nonwork divide. The lives of employees at home were instantaneously connected to their engagement and productivity at work. The mechanisms and pathways through which an individual’s access to and management of nonwork resources and demands influence behaviours and outcomes at work have been scantily investigated.Research purpose: Hinged primarily on the conservation of resources theory, the study examined the influence of the external support, nonwork demands and resources on work engagement and employee productivity.Motivation for the study: Understanding how work–nonwork resources and demands interact(ed) to shape behaviour and outcomes in the work domain could shape cross-domain resource conservation and enhancement efforts.Research approach/design and method: Data were collected from a convenient sample of 185 nongovernmental organisation employees using a standard questionnaire. Structural models, with bootstrapping, were used to evaluate the hypothesised moderating and mediating effects.Main findings: Nonwork resources were positively associated with work engagement. External support moderated the negative relationship between nonwork demands and work engagement. Work engagement mediated the effects of nonwork resources and nonwork demands on employee productivity.Practical/managerial implications: Organizational leaders should appreciate the ecological conditions within which work and nonwork resources are generated and expended. This has implications on desirable, value creating workplace behaviours and related outcomes.Contribution/value-add: The study further exposed the interdependence of the work and non-work domains. Workplaces that enrich both domains will likely enjoy sustained value generation.