The risks and opportunities of talent

management in the Indian IT sector during

the global pandemic caused by Covid-19
Table of Contents
1. Introduction and background..................................................................................................................3
1.1 Introduction.......................................................................................................................................3
1.2 Project rationale................................................................................................................................3
1.3 Understanding of text........................................................................................................................4
1.4 Audience of the research...................................................................................................................4
1.5 Purpose of the research.....................................................................................................................4
1.6 Aims and objectives of the research..................................................................................................5
1.6.1 Aims of the research...................................................................................................................5
1.6.2 Objectives of the research proposal...........................................................................................5
2. Literature review.....................................................................................................................................6
3. Research Design and Methodology.......................................................................................................10
3.1 Paradigm..........................................................................................................................................10
3.2 Sampling..........................................................................................................................................11
3.3 Tools and data requirement............................................................................................................11
3.4 Data collection.................................................................................................................................12
3.4.1 Data collection process.............................................................................................................13
3.5 Ethical considerations of research...................................................................................................13
4. Analysis of data collected......................................................................................................................14
4.1 Findings of the research..................................................................................................................14
5. Conclusion.............................................................................................................................................16
References.................................................................................................................................................18
1. Introduction and background
1.1 Introduction
In contemporary times, there is a drastic increase in technological developments which has led to

the emergence of IT companies. Human acquisitions play a major role in an information-based

economy because the whole framework works on the skills and application of knowledge of the

workforce. There are various threats in external factors of the business environment and the

emergence of the Covid -19 pandemic is one of such barriers that has posed a threat to the

effective management of these acquisitions. The global pandemic has led to the need for

adoption to virtual sharing of information and virtual gaining of knowledge that has impacted the

workforce functions. Human resource management acts as a success pillar because it deals in

planning, organizing, directing, and controlling the most crucial resource of a company. There

have been many changes in human resource management and this research focus on issues faced

by the IT sector for managing talent management after the emergence of Covid-19. This has also

led to the need of adopting newer strategies and adaptive tools to facilitate effective HRM in

companies dealing with a worldwide pandemic.

1.2 Project rationale

The global pandemic of Covid-19 has badly shaken all the economies and organizations but the

most crucial function that got impacted by the pandemic is Human resource management. The

shift from physical utilization of resources to digital assets, from physical office work to virtual

working, from communication, regular meetings to virtual sharing of knowledge transfer in the

IT sector has posed a threat to effective talent management in companies (Fernando, et al.,

2020). This research casts light on various issues that came into existence in talent management

after covid-19 but at the same time, it also provides an insight over various opportunities that

will act as solutions to the issues in talent management.

1.3 Understanding of text
The research over risk and opportunities of talent management in the IT sector of India during

the pandemic caused by COVID-19 tries to justify two major areas:

a) What are the issues that are faced by management in effective talent management in the IT

sector?

b) What effective measures can be undertaken to eradicate such issues?

By providing a justification to these questions, this research will be able to build a bridge

between the issues faced by companies in talent management and probable measures or solutions

that can be undertaken to solve such issues.

1.4 Audience of the research

As the research paper will provide an insight on different measures or steps that can be

undertaken by the company for effective talent management amidst pandemic COVID-19, the

outcomes of the research will be very helpful for the companies or the organizations that are

facing such issues (Aguinis & Burgi-Tian, 2021). It is because the implementation of corrective

measures will help the companies to improve the overall functioning of human resource

management and facilitate effective learning during digital transformation due to barriers like

Covid-19 (Janardhanam, 2011).

1.5 Purpose of the research

The research proposal elucidates that the emergence of the pandemic has led to digital

transformation because of virtual data sharing and virtual learning (Leonardi, 2020). This is

because all the tasks in the IT sector are undertaken by the employees located remotely at their

homes which made them familiar with skills and abilities to utilize digital assets and technology

to carry out their tasks and responsibilities (Thunnissen & Gallardo-Gallardo, 2019). The major
tech giants in the IT sector in India adopted different strategies for the effective functioning of

work. Furthermore, the research proposal also puts focus on the need for digitalization amid the

global pandemic and how the coordination of digital assets with employees of the company can

be facilitated.

1.6 Aims and objectives of the research

1.6.1 Aims of the research
The aim of the research is to deeply evaluate the major risks that have been posed on effective

talent management in the Indian IT sector due to the global pandemic and also provide a detailed

and comprehensive understanding of different opportunities that came into existence because of

digitalization.

1.6.2 Objectives of the research proposal

Every investigation is done to attain certain objectives because these give a particular direction to

all the tasks carried for research and failure to draw a conclusion as per the objectives leads to

the overall failure of the investigation. This research proposal focuses on the attainment of the

following objectives:

 To provide a deep understanding of talent management in contemporary times.

 To provide an insight on various factors and determinants that have impacted the

workforce and their effective talent management in IT companies due to Covid -19.

 To carry an investigative work over different strategies or measures adopted and

formulated by the company that can be undertaken to overcome such challenges in

effective talent management.

 To provide in-depth knowledge of different methods to facilitate virtual learning and

knowledge sharing amidst digitalization in IT companies.

2. Literature review
Talent management

Talent management refers to the process that consists of strategically organized steps that help

the company to attract, recruit capable and knowledgeable resources and focus on the

development of their abilities and overall outcomes for the better attainment of organizational

goals (Nangia & Mohsin, 2020). For effective talent management in a company, many sub-

processes need to work in a well-coordinated manner to ensure the overall success of the

company. These sub-factors can be illustrated like evaluation of accurate talent gaps for present

and correct speculation of talent needs in coming times, identification of right talent pools,

attracting the viable resources and optimization of their knowledge and skills and help them

grow and learn for growth and development (Claus, 2019).

The emergence of Covid and its impact on talent management

With the passage of time and more technological developments, there has been a drastic change

in multiple models that have been developed for talent management in organizations. These

changes are required to morph to the recent trends in talent, changing expectations of the

employees, and digital disruptions (Koch, et al., 2021). The global pandemic Covid-19 has

impacted the overall economies to a great extent which has directly impacted talent management

in all sectors. The first and foremost crucial issue that has been observed in talent management of

the IT sector amid Covid- 19 is frozen hiring and layoffs (Aguinis & Burgi-Tian, 2021). The

other major challenge of talent management is that a large number of employees working in the

IT sector faced frozen pays, canceled bonuses, and some even faced reductions in their overall

salary (Hamouche, 2020). Moreover, the emergence of the pandemic has led to the need for the

digitalization of companies. It is because the employees are located remotely and carry their
delegated task using digital assets (Beno, 2018). Also, the training and development process and

learning became virtual which led to zero access to physical resources and equipment of offices

and a drastic decrease in interpersonal relationships and effective framework of communication

to exchange knowledge and information in the IT sector (Leonardi, 2020). There is an emergence

of an informal mode of communication to share knowledge, information, delegate work,

exchange ideas, and problems solving. Also, the overall stress on employees increased because

of the higher workload (Madero Gómez, et al., 2020). Lack of communication also posed a threat

to effective learning and adoption of digital assets. The overall expectation of work also

remained unclear due to virtualization because it led to lesser connectivity between all the

departments of the company due to the remote working of all personnel (Singh, 2012).

Changes in Human resource management amid Covid-19

The COVID-19 has demonstrated the importance of human resource management in the overall

success of the company especially with the issues raised by the pandemic. A higher probability

of losing jobs or getting the overall salary or pay deducted created a fear, stress on employees’

minds and also led to job dissatisfaction (Azizi, et al., 2021). Therefore, the human resource

department is expected to formulate new and effective human resource strategies that can combat

issues faced by employees. The pandemic also put a negative psychological impact on

employees because of virtualization; the employees are expected to carry out their work from

remote areas, fluctuating work hours, gaps in interpersonal relationships among employees due

to social distance (AM, et al., 2020). This has impacted the overall work culture of the company.

The main issue faced by human resource management is the failure of effective implementation

of human resource strategies to all the employees due to which there is a great need to make
these strategies flexible so these can be applied to all the employees with varied needs (Boiral, et

al., 2021).

Strategies for effective talent management

Performance management is a vaguely investigated function due to which talent management

also remains underutilized. Detailed understanding of talent management and various strategies

can help in navigating environmental threats like Covid-19 (Solayappan, et al., 2019). Moreover,

implementation of evidence-based practices of performance management will not only allow

companies to handle risks and issues in talent management but also help organizations to cope

with digital models and adapt to the digitalized work culture adopted by companies to a great

extent after the pandemic is over (Ahmadi, 2012). Performance management is a coherent

process that includes recognition, measurement, and development of the overall performance of

the workforce working in a company and facilitates the coordination between the overall output

and organizational objectives (Aguinis & Burgi-Tian, 2021).

In the era of COVID-19, the roles of chief human resource officers have gained extensive

importance because CHROs have facilitated flexibility and changes in many personnel practices

to eradicate human resources issues and build resilience at an organizational level and drive

effective value (Aguinis & Bradley, 2015). The pandemic has also accelerated trends of talent

management that were already existing due to which chief HR officers have implemented

changes in five areas of talent management out of which finding and recruiting the right people

holds great importance. Further, learning and growth is the second area that is focused on

because COVID-19 transformed the workforce and reskilling of the workforce can help in the

reduction of deviations or the gaps identified in overall outcome by the workforce (Caligiuri, et

al., 2020). The overall objective for post-pandemic learning and overall development of
workforce focuses on three categories of cost-effective training that are broad-based digital

training for crucial skills and talents of the workforce, focused upskilling that is required by the

workforce to combat organizational changes and leadership development (Schoemaker, et al.,

2018). The third category is management and appreciating the better performers of the company.

The COVID has drastically impacted the overall expectations of the performance of the

workforce and dependence on remote workers has been increased for performance management

and feedback (Aguinis & Burgi-Tian, 2021). For effective performance management, the human

resource department should provide more transparency on expectations from employees with the

strong component of flexibility in it and also make investments in the training of managers and

provide timely ratings for the work done by the workforce (Risley, 2020). The last two

categories that are customized experience of employees towards changed work and optimization

of planning and formulating strategy for workforce hold great importance. Virtualization in

which employees are working from their homes has blurred the line between deep personal and

professional life and human resource department must formulate rules and norms related to

working and various analytics tools must be utilized for active participation of all employees

(Beno, 2018).

Facilitation of virtualization

Leadership plays a pivotal role in every company because it provides direction to the task carried

by all the employees in one direction and the emergence of COVID-19 leads to the need for the

deployment of better leaders (King & Vaiman, 2019). Leaders can establish and implement

various metrics to track the overall outcomes and productivity of the employees but this should

not be done at the cost of employees' experience. Virtualization and utilization of digital assets

due to work from the home policy because of COVID has led to increased stress over the mind
of employees because not all the employees are highly competent to use these digital assets

(Schoemaker, et al., 2018). Sometimes, employees are also reluctant to change in ways to carry

their tasks and opt for newer technologies. Effective leadership can provide motivation and boost

one's morale to upgrade digital competencies for effective utilization of digital assets and also

lessen the reluctance shown by employees (Nangia & Mohsin, 2020). Also, effective leadership

can facilitate the training and development of employees to upgrade their core competencies

towards virtual sharing of knowledge. Therefore, leadership will put a positive impact on

effective talent management in a company and help in eradicating the issues in human resource

management due to the global pandemic (Boiral, et al., 2021).

3. Research Design and Methodology

3.1 Paradigm
Research paradigms convey the philosophical determinants of the investigation. It refers to a set

of basic assumptions and beliefs that work as a framework and put an impact on the overall

behavior of the researcher towards the work. There are three types of research paradigms which

are named positivism, interpretivism, and realism. The positivist paradigms help in the

evaluation of a particular theory and help in the overall understanding of human behavior as a

reaction to a particular change (Thunnissen & Gallardo-Gallardo, 2019). The interpretivist

paradigm means human behavior is evaluated as a cluster with shared cultural understanding.

The realism paradigm focuses on situational research work and explains the outcomes of a

particular change in an environment.

The research work is based on positivist paradigms because the research focuses on effective

talent management in the IT sector because of the emergence of COVID-19 so it is directly

related to the understanding and evaluation of human behavior. This research work also adopts a
realistic paradigm to validate the theoretical assumptions and basic beliefs of this work and also

focus on changes in human resource function due to the emergence of digitalization in IT

companies as a response to work from home policy.

3.2 Sampling
For effective sampling, the group of people who are interviewed to collect data is identified. This

group includes human resource managers and employees working in an IT firm. Afterward, the

frame for the sample is selected which includes all the employees and managers of the human

resource department. As the sampling frame belongs to employees and managers of the same

company, a random method of sampling is adopted. At last, the sample size that is 100

employees and 10 managers working in the human resource department is considered for

interviews.

3.3 Tools and data requirement

There are two methods for every research and which are the quantitative method and qualitative

method. Quantitative methods make utilization of statistical tools to formulate the final outcome.

On the other side, the qualitative method rather implies behavioral methods for outcomes. For

my research, the qualitative method is adopted because this research focuses on issues and

solutions for effective talent management in the IT sector (Aguinis & Burgi-Tian, 2021). So, this

research focuses on the evaluation of issues faced in the management of human resources of a

company amid a global pandemic and also formulates possible solutions that can lead to

effective talent management of employees.

The research focuses on the study of human behavior which is not tangible that it can be

recorded and analyzed. So to evaluate the behavior of humans, a qualitative method of research

is adopted. There are various methods to undertake a qualitative approach but the method opted
for this research is a direct interview of employees working in IT firms and human resource

managers to record their answers and evaluate the responses to formulate accurate findings

regarding issues faced by employees and human resource manager after covid- 19 and find out

ways for effective HRM (Finnegan, 2018).

3.4 Data collection

In this research both the secondary and primary sources are used which leads to the dual methods

being adopted to formulate findings. The primary method that has been used to collect data

related to the research is direct interviews of human resource managers and employees of a

particular IT firm. In this interview, all questions are asked from the interviewee regarding all the

areas of scope. The questions asked from the employees are related to the satisfaction level of the

job, difficulties faced after work from home policy, cut-off in salaries, canceled bonuses,

training, and development to adopt virtualization and issues while using digital assets, forms of

communication for knowledge transfer (Leonardi, 2020).

On the other hand, the questions that are asked in the interview from the manager of the human

resource department are related to changes implemented in human resource management, tools

to record performance of employees, changes in methods of learning due to shifting to virtual

learning, transformation in leadership styles due to increased threats to job satisfaction and

motivation of employees, hiring policies of the company, etc (Finnegan, 2018).

Also, secondary sources like published articles, research papers, and journals have been utilized

to collect data that is already been published instead of generating data firsthand to form a

systematic literature review. Also, many articles that cast light on the relationship of the global

pandemic and its impact on the overall human resource management function of companies have

been reviewed carefully. Moreover, data related to possible solutions that can help in effective
talent management in the company is also collected from various websites. Only the recently

published research papers are considered for the collection of the data.

3.4.1 Data collection process

For the primary method of data collection, a set of questions to be asked from two different

groups is pre-defined and organized. The various mediums like Zoom and Skype are chosen to

carry out interviews of employees and human resource managers. These mediums are opted

instead of the telephonic interview to even record the facial expressions of the interviewee for

better clarity of responses given by respondents. The questions are asked systematically from the

interviewee and responses given by employees and human resource managers are recorded

which are further to be organized for effective evaluation to formulate major key findings of the

research.

3.5 Ethical considerations of research

There are various ethical issues for any research and various principles are formulated to ensure

that the participation of the respondents for the research is voluntary, completely informed, and

transparent to participants and ensures the safety of information. Defying or failing in fulfilling

the ethical considerations of the research reduces the overall viability of the work and makes it

more questionable.

One of the major ethical issues for the primary method of research is informed consent. The

respondents must know the overall purpose and advantages of the research. Also, the

participation of the respondent in research must be voluntary. The participation consent form was

got signed by all the respondents that are employees and human resource managers to ensure

their voluntary participation. Also, the physical and social harm is zero. The confidentiality of

the respondents is also kept because the information given by participants is kept hidden from all
readers and users of the research. Further, there is no misconduct during the research that is no

false data is added or no data is manipulated or any sort of misrepresentation is also not made to

findings.

4. Analysis of data collected

The data was collected during the responses that were given by respondents who are employees

and human resource managers working in an IT company. The qualitative approach of data

analysis is utilized and implemented to make conclusions (Janardhanam, 2011). The evaluation

and analysis are only successful if data that is collected is organized and proper evaluation is

undertaken on grouped data for further recommendations.

4.1 Findings of the research

The deep evaluation into the impact of Covid- 19 on effective talent management in IT

companies because the emergence of Covid-19 has led to arising of many issues and concerns in

human resource management and there is a need of implementing various changes by HRM of

the company to eradicate such issues (Nangia & Mohsin, 2020). For ages, human resource

management plays a pivotal role in the success of the organization because it helps in planning,

organizing, directing, and controlling human resources for effective utilization of all resources in

the company. Human resource management, therefore, brings all other resources into use (AM,

et al., 2020).

With the emergence of Covid-19 at a global level, there is the digitalization of work in the IT

sector because of work from home policy. The employees started doing their delegated tasks and

jobs from their homes located remotely. This also led to some issues like mental pressure on

employees to adopt digital assets (Madero Gómez, et al., 2020). There were also issues faced in

coordination because of a lack of communication framework because teams are now dependent
on informal forms of communication. Furthermore, many employees faced challenges regarding

adopting digital assets because of a lack of competencies (Singh, 2012). This all led to more

focus on human resource management to effectively manage the changes in IT companies and

help human resources in coordinating the changed working conditions of the company (Nangia

& Mohsin, 2020).

Personnel management under the umbrella of human resource management deals in attracting,

recruiting, organizing, and developing skilled human acquisitions to the desired vacant position

in the company (Claus, 2019). Covid-19 led to economic breakdown at a global level which led

to frozen hiring in the IT sector, mass firing, canceled bonuses, etc created fear among

employees due to lack of job satisfaction. This impacted their overall performance towards the

company (Hamouche, 2020). So, human resource management must undertake measures that

will motivate employees and keep them satisfied at their jobs. There must be maximum policies

to provide better pay and bonuses to the employees because it is only through the application of

skills and abilities of the workforce that tasks of a company are undertaken (Thota, 2013).

Virtual knowledge transfer and virtual sharing of information have led to the emergence of a lack

of interpersonal relationships among employees and between management and the workforce. So

the main role of human resource management is to hold regular meetings between teams to

maintain the well-coordinated framework of communication (Fernando, et al., 2020). Virtual

learning has become a new normal for IT companies after the existence of Covid-19 because of

work from the home policy so human resource management should also focus on implementing

learning tools and techniques that will provide training to employees to adapt to digitalization

effectively (Caligiuri, et al., 2020). The boundary between the personal and professional life has

reduced due to work from home in the IT sector due to long working hours, mental stress, and
increased burden of adapting to new work culture. So human resource management must

regulate policies and regulations that specify working hours, formulate teams and proper

framework for the delegation of work so working hours are not compromised (Carnevale &

Hatak, 2020).

As IT companies are responsible for carrying complex tasks like mapping business needs,

architectural improvements, research and development and incubation of new ideas into software

development, etc. (Anupam Rani, 2012). So changes in work culture and methodology posed a

great burden on the workforce because of digitalization happening at a vast level which brought

human resource management into light because of increased pressure on human resource

managers to curb issues faced by employees and take corrective measures to overcome issues for

effective talent management in the company (Hamouche, 2021).

The evaluation of responses given by the human resource manager during the interviews showed

that the leadership function of HRM also plays a vital role in motivating employees to perform at

the best of their skills and abilities and keep a balance between professional and personal life

(Fernandez-Araoz, et al., 2017). The leadership styles by human resource departments have

undergone a drastic change due to changed working conditions of all employees so flexibility in

leadership needs to be brought to coordinate with varying needs (Fernandez-Araoz, et al., 2017).

5. Conclusion
There are always some threats in the external environment of business and the emergence of

Covid-19 is one such threat. The global pandemic has impacted all the sectors and IT companies

were also majorly hit by the pandemic. The digitalization of work, virtual knowledge transfer,

and virtual sharing of information has changed the very base of the IT sector. Remotely located
employees, working from their homes after the world is hit by Covid- 19, faced various issues

that increased their mental stress and impacted overall performance and learning process.

Various pieces of research on the issues and possible solutions to talent management helped in

the formulation of probable solutions that can be implemented by HRD for managing the

changing work culture and motivating employees to adapt themselves to digital assets.

Human resource managers also need to bring flexibility in leadership styles due to varied needs

and issues faced by employees and the workforce of IT companies. Lastly, there is more scope

for changing the human resource function of the organization to deal with issues like the global

pandemic because it works as a threat to effective organizational culture. The digitalization of

the IT sector has widened the need of bringing changes in human resource management tools and

techniques to make organizations more flexible in dealing with changing internal environment of

the IT companies and the emergence of Covid-19 is one such instance.

References
Aguinis, H. & Bradley, K. J., 2015. The secret sauce for organizational success: Managing and producing
star performers. Organizational Dynamics, 44(3), p. 161–168.

Aguinis, H. & Burgi-Tian, J., 2021. Measuring performance during crises and beyond: The Performance
Promoter Score. Business Horizons, 64(1), pp. 149-160.

Aguinis, H. & Burgi-Tian, J., 2021. Talent management challenges during COVID-19 and beyond:
Performance management to the rescue. BRQ Business Research Quarterly, 24(3).

Ahmadi, P., 2012. Talent Management and Succession Planning. Interdisciplinary Journal of
Contemporary Research in Business, Volume 4, pp. 213-224.

AM, E. N., Affandi, A., Udobong, A. & Sarwani, S., 2020. Implementation of human resource
management in the adaptation period for new habits. International Journal of Educational
Administration, Management, and Leadership,, Volume 1, pp. 19-26.

Anupam Rani, U. J., 2012. A Study of Talent Management as a Strategic Tool for the Organization in
Selected Indian IT Companies. European Journal of Business and Management, Volume 4, pp. 20-28.

Azizi, M. R. et al., 2021. Innovative human resource management strategies during the COVID-19
pandemic: A systematic narrative review approach. Heliyon, 7(6), p. e07233.

Beno, M., 2018. WORKING IN THE VIRTUAL WORLD – AN APPROACH TO THE “HOME OFFICE” BUSINESS.
JOURNAL OF INTERDISC IPLINARY RESEARCH, 8(1), pp. 25-37.

Boiral, O., Brotherton, M.-C., Rivaud, L. & Guillaumie, L., 2021. Organizations’ Management of the
COVID-19 Pandemic: A Scoping Review of Business Articles. Sustainability, 13(3993), pp. 1-20.

Caligiuri, P. et al., 2020. International HRM insights for navigating the COVID-19 pandemic: Implications
for future research and practice. Journal of International Business Studies, 51(5), p. 697–713.

Carnevale, J. B. & Hatak, I., 2020. Employee adjustment and well-being in the era of COVID-19:
Implications for human resource management. Journal of Business Research, Volume 116, p. 183–187.

Claus, L., 2019. HR disruption—Time already to reinvent talent management. Business Research
Quarterly, 22(3), pp. 207-2015.

Fernandez-Araoz, C., Roscoe, A. & Aramaki, K., 2017. Turning potential into success: The missing link in
leadership development. Harvard Business Review, 95(6), pp. 86-93.

Fernando, M. S., Shanthi, V. & Kavitha, M., 2020. A Study on the Various Talent Management Practices
conducted by Information Technology Sector Industries Under Pandemic Circumstances – A Study with
Special Reference to Companies in Chennai City. JOURNAL OF CRITICAL REVIEWS , 7(9), pp. 3310-3316.

Finnegan, R. P., 2018. The power of stay interviews for engagement and retention. 2 ed. s.l.:Society for
Human Resource Management.

Hamouche, S., 2020. COVID-19 and employees’ mental health: Stressors, moderators and agenda for
organizational actions. Emerald Open Research, 2(15), p. 15.
Hamouche, S., 2021. Human resource management and the COVID-19 crisis: implications, challenges,
opportunities, and future organizational directions. Journal of Management & Organization, pp. 1-16.

Janardhanam, N. M. (., 2011. Talent Management Practices in IT sector. International Journal of

Research in Commerce, IT and Management, 1(2).

King, K. A. & Vaiman, V., 2019. Enabling effective talent management through a macro-contingent
approach: A framework for research and practice. Business Research Quarterly, 22(3), p. 194–206.

Koch, J., Plattfaut, R. & Kregel, I., 2021. Looking for Talent in Times of Crisis – The Impact of the Covid-19
Pandemic on Public Sector Job Openings. International Journal of Information Management Data
Insights, 1(2), p. 100014.

Leonardi, P. M., 2020. COVID-19 and the new technologies of organizing: digital exhaust, digital
footprints, and artificial intelligence in the wake of remote work. Journal of Management Studies.

Madero Gómez, S., Ortiz Mendoza, O., Ramírez, J. & Olivas-Luján, M., 2020. Stress and myths related to
the COVID-19 pandemic’s effects on remote work. Manag Res, 18(4), pp. 401-420.

Nangia, M. & Mohsin, F., 2020. Revisiting talent management practices in a pandemic driven VUCA
environment - a qualitative investigation in the Indian IT industry. J. Crit. Rev., 7(7), pp. 937-942.

Risley, C., 2020. Maintaining performance and employee engagement during the COVID-19 pandemic. J.
Libr. Adm, 60(6), pp. 653-659.

Schoemaker, P. J. H., Heaton, S. & Teece, D., 2018. Innovation, dynamic capabilities, and leadership.
California Management Review, Volume 61, p. 15–42.

Singh, K. S., 2012. Driving Forces and Emerging Challenges in Talent Management: A pathway to
Organizational Succes. International Journal of Advanced Research in Computer Science and Software
Engineering, 2(6), pp. 117-121.

Solayappan, A., Shankar, A., Jayakrishnan, J. & Vetrivel, V., 2019. HRD Handbook: Milestones, Best
Practices & Way Ahead. International Journal of Management, Technology and Engineering, 9(5), pp.
5522-5542.

Thota, V. k., 2013. Effective Talent Management Practices: A Strategy for Organizational Success. GRA-
Global Research Analysis, 2(11), pp. 157-159.

Thunnissen, M. & Gallardo-Gallardo, E., 2019. Rigor and relevance in empirical TM research: Key issues
and challenges. Business Research Quarterly, 22(3), pp. 171-190.