Hurdles That Remote and Hybrid Work Models Face in Talent Management
It is one of the primary risks that are connected to
collaborating and keeping a team united. The employees could be at varying
locations and time zones in hybrid environments, and strong working
relationships cannot be established, nor can quick problem-solving happen at
the spur of the moment. The digital collaboration technologies should be
methodically combined as the team collaboration has to be efficient without
digital fatigue (Briscoe, Schuler and Tarique, 2023).
The other problem is performance tracking and
accountability. In a situation where there is no physical supervision, it means managers have to depend more on results‑oriented assessment and clear goal setting. Nevertheless, not every organisation has
undergone this transition effectively, which results in discrepancy of
performance feedback and recognition (Farndale et al., 2020).
Lack of distinct work boundaries, the absence of face-to-face communication and prolonged isolation can decrease motivation and have a negative effect on mental health (Parker, Knight and Keller, 2022). Gannon, Doherty and Roper (2024) stress that to address it, HR should offer a flexible policy and monthly check-ups to maintain spirits.
Lastly, there is a risk that hybrid arrangements end up favoring some workers, those who have a nicer home office or those who are geographically closer to the central location, and disadvantaging others. These disparities may lead to proximity bias in making talent decisions (Wang, Liu and Qian, 2021; Sparrow and Makram, 2022).
Although remote and hybrid models introduce a lot of opportunities, they still require a strategic approach to address issues that arise with communication, inclusion, performance and well-being. The likelihood that employers will succeed in the new world of work is higher when they reinvent their talent operations in terms of empathy, adaptability and digital agility.
REFERENCES
Briscoe, D.R., Schuler, R.S. and Tarique, I. (2023) International Human Resource Management: Policies and Practices for Multinational Enterprises. 6th edn. New York: Routledge. Available at: https://www.taylorfrancis.com/books/mono/10.4324/9780429441462/international-human-resource-management-dennis-briscoe-randall-schuler-ibraiz-tarique (Accessed: 07 July 2025).
Farndale, E., Paauwe, J. and Boselie, P. (2020) ‘Strategic HRM: What is it, and how does it matter?’, Human Resource Management Journal, 30(1), pp. 1–14. Available at: https://doi.org/10.1111/1748-8583.12236 (Accessed: 10 July 2025).
Gannon, M.J., Doherty, L. and Roper, I. (2024) Human Resource Management: Contemporary Issues, Challenges and Opportunities. 3rd edn. London: Red Globe Press.
Parker, S.K., Knight, C. and Keller, A. (2022) ‘Remote working and employee wellbeing: A two‑wave study’, Journal of Applied Psychology, 107(4), pp. 644–660. Available at: https://doi.org/10.1037/apl0000933 (Accessed: 10 July 2025).
Sparrow, P. and Makram, H. (2022) ‘Strategic talent management: Contemporary issues in international context’, The International Journal of Human Resource Management, 33(5), pp. 867–889. Available at: https://doi.org/10.1080/09585192.2020.1813142 (Accessed: 06 July 2025).
Wang, M., Liu, L. and Qian, X. (2021) ‘Promotions in hybrid teams: The role of proximity bias’, Personnel Psychology, 74(3), pp. 689–724. Available at: https://doi.org/10.1111/peps.12401 (Accessed: 19 July 2025).
Hello Thennakoon, Excellent explanation. This article illustrated on the evolving challenges of talent management in remote and hybrid work settings in well-rounded perspective.
ReplyDeleteThank you! I am happy that it made sense. Briscoe, Schuler & Tarique (2023) demonstrate that short digital huddles combined with asynchronous communication also support teamwork without burnout and Farndale, Paauwe & Boselie (2020) reveal that hybrid teams are more successful when they change to outcome-based Objectives and Key Results, which helps them be held accountable and remain focused.
DeleteHi Author, your article is impressive. Hybrid work is good, but has its own challenges to HR. What do you think about better communication & leadership can fix the issues for everyone?
ReplyDeleteThat's a great one! Thank you for asking. Clear and direct communication must be possible in the working environment (remote work) (Sparrow & Makram, 2022). Avoidance of uncertainty and digital exhaustion can be achieved through a so-called communication charter covering response times, preferred channel, and meeting expectations (Briscoe, Schuler, and Tarique, 2023). Frequent check-in pulse discussions that concentrate on both the progress of work and well-being may be a benefit to remote workers and make employees feel less secluded (Parker, Knight & Keller, 2022). Also, sharing such practices as the rotation of facilitation assignments or the anonymous feedback can be used to avoid the proximity bias and ensure that everyone gets a chance to speak up (Wang, Liu & Qian, 2021). Hybrid problems can be transformed into easy-to-manage opportunities when there are standards in place, and when consistent leadership is in position.
DeleteThis section does a great job highlighting real challenges like proximity bias and digital fatigue that often get overlooked in discussions about hybrid work. It shows a strong understanding of how these factors can impact fairness, collaboration, and employee well-being.
ReplyDeleteGiven these challenges, how can organizations practically balance fair talent management while maintaining strong team cohesion without losing the flexibility and inclusivity that remote and hybrid models offer?
It is a good point that you bring up. Having a hub-and-spoke model to combat this tension is one effective way of doing so. This means building small cross-functional units or pods that get together in person on a rotating basis with some frequency of, say, once a month, in order to build trust and mutual knowledge. In the meantime, most of the work can be flexible.
DeleteAs well, equity audits on talent decision are important. And this may involve anonymized calibration panels and testing of proximity bias so promotions and difficult assignments are fair regardless of where an employee is based.
To keep the team intact and the atmosphere healthy, it is good to develop inclusive communication patterns. As an illustration, systematic show-and-tell activities and online coffee breaks are promising to reduce digital fatigue and improve involvement, as is evident by Parker, Knight, and Keller (2022). Such a blend of tactics fosters adaptability and inclusiveness and, at the same time, secures equity and cohesiveness in teams.
This is a timely and insightful post! You’ve clearly outlined the key challenges organizations face in managing talent within remote and hybrid setups. I especially agree with the points on onboarding difficulties and performance assessment—without proper systems, remote employees often feel disconnected or overlooked. It would be interesting to see how companies can better use digital tools and structured mentorship to bridge these gaps. Great job highlighting the importance of inclusion and fairness in hybrid teams!
ReplyDeleteGreat article! Its interesting to see how you describe Transformation, primary risk and other problems which are related to Remote and Hybrid workplace. The real hurdle is I think, is adopting to recruitment and onboarding processes to remote norms
ReplyDeleteGreat insights! This article really captures the hidden hurdles of remote and hybrid models. The point about proximity bias is especially relevant something many companies don’t even realize they’re doing. Also appreciated the mention of digital fatigue and the need for structured check ins. A timely reminder that flexibility needs to be supported by thoughtful talent strategies.
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