The digital transformation means that companies are redefining the process of talent management. Previous models involved functions, practices and processes that ensured a correct flow of employees towards key positions or a generic talent management view. The digital breakthrough, together with the growing panorama of competition for talent in the market, requires a different focus to enable well-grounded and agile decision-making processes in a sustainable world. The current research considers the functions that applied research has established as the limits of talent management, and that are the key topics in an employee life cycle, namely, talent attraction and acquisition, training, evaluation, and development. In addition, new tools such as employee advocacy and/or brand ambassadors have been added towards to draw conclusions about the future trends of talent management. This article examines the employee life cycle of talent attraction, and acquisition, training, evaluation, and development in the study of the main digital tools utilized in the Spanish market, by both national and multinational corporations. The results indicate that future investments are needed to correlate the digital tools and take advantage of a better employee life cycle management. The main results show a rapid increase in the number and variety of tools used in the talent acquisition process, an expanded use of social networks to enhance the scope of those processes, and conversely, a minor use of digital tools for both talent development and talent retention processes.

This paper studies the extent to which difficulties in teleworking continue to be encountered by civil servants of the Spanish General State Administration (AGE) who, after the mandatory lockdown decreed by the Spanish Government from March to May 2020, continue to carry out their work under this modality. The results obtained support that the main difficulties are the acquisition of bad posture and problems in separating work and family life, and the presence of different types of difficulties differs depending on gender, the structure of the household, or whether the employee belongs to the levels of positions where higher qualification is required. In addition, ambiguity is expressed regarding the provision of resources and lack of training provided by the AGE.

COVID-19 has inflicted unprecedented damage on the entire concept of work and has prompted a paradigm shift in workplace relations. Many work environments have faced a context in which on-site work has been restricted and telework has been the only viable option. In countries like Spain, the pandemic has forced the Public Administration to opt for this way of working in order to continue operating. Therefore, this study aims to determine the catalysts and blockers for Spanish civil servants wanting to telework. To achieve the study’s objectives, descriptive statistics were obtained using the multiple linear regression technique, with a model building system known as backward stepwise. The identification of these catalysts and blockers will help to facilitate human resource management based on teleworking in the public sector. This study’s findings could help to recommend possible actions to improve the employees’ teleworking experience at the Spanish Administración General del Estado. These actions include investing in equipment, providing training in information and communication technologies, and defining human resources policy to promote the work-life balance.

This paper analyzes the leadership learning model used by Spanish military commanders from the lifelong learning methodology. The lifelong learning approach consists of three main perspectives: a personal and professional context and how to achieve self-motivation and remain over time; the formal and informal learning sources, and how all this occurs throughout the individual life. Leadership is a fundamental military trait and should be treated as an ongoing process. This study examines how influences the lifelong learning of the Spanish military leaders from the Army, Navy, and Air Force in their leadership style. The methodology resource used is an online Delphi technique through in-depth interviews as well as the Qualitative Data Analysis & Research Software Atlas.it. This research shows that from a lifelong learning perspective, military leadership is built continuously throughout life and is supported by more informal than formal learning systems. The key findings of this research show that the Spanish military commanders’ leadership comes from an informal approach based on the different opportunities given at the workspace, individual job performance, and family support. From the formal system, the career ladder is supported both at the military academy and following regular training. The results show that a lifelong learning framework prepares Spanish military commanders to manage the highly complex environment in which they are involved.