Sensible Leaders and Hybrid Working: Challenges for Talent Management

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.

Exploring hybrid telework: A bibliometric analysis

“…The triangle linking commitment, leaders and meta-analysis, reinforces the data collected in the qualitative study by Delany [ 45 ] on the key role that leaders play in supporting remote work. Leaders must not only support and follow up with their teams, but also strengthen productivity and organizational performance in a hybrid telework context [ 46 ].…”

“…Another key point is the organizational culture within the engagement. Hybrid telework establishes a renewal of the organizational culture as we knew it so far with the face-to-face work [ 46 ]. It seeks to maintain the employee's commitment, permanence, and loyalty to the organization, but with this new perspective that hybrid telework brings.…”

“…It seeks to maintain the employee's commitment, permanence, and loyalty to the organization, but with this new perspective that hybrid telework brings. Maintaining adequate and effective communication between teams and leaders will be key for the employee to feel committed to the company [ 46 ].…”

The Future Is Hybrid: How Organisations Are Designing and Supporting Sustainable Hybrid Work Models in Post-Pandemic Australia

“…Despite this, some negative impacts have also been reported. The lack of job visibility and predictability, social isolation and level of uncertainty associated with hybrid working, have been found to be a source of stress for some workers [12,13]. Yelp CEO Jeremy Stoppelman famously called hybrid offices 'the hell of half measures' and 'the worst of both worlds', saying his organisation would focus on moving fully remote instead [14].…”

The Mediating Effect of Emotional Intelligence on the Relationship between Talent Management Practices and Leadership Skills in Malaysian GLCs

“…Talent management practices depend on the leaders' capabilities to persuade employees to invest their resources and time in new and risky initiatives, manage teamwork, and stimulate creative employee engagement, collaboration, autonomy, and independence. It is stated that the relationship between leadership and talent management in an organization is positive [12][13][14]. The organization will retain talented employees and identify leaders with different leadership styles.…”