Reimaging Talent Management through Adaptive Performance in the Next Normal

Jump To References Section


  • Associate Professor and Area Chair (HR), Chetana's Institute of Management and Research, Mumbai – 400051, Maharashtra ,IN



Adaptive Performance, New Normal, Talent Management, Transformational Leadership


Developing and retaining employees who are adaptable and demonstrate resilience is one of the major talent management challenges leaders are facing. In the Next normal when Organisations are dealing with new challenges post the pandemic there is a need to revisit how employee performance would be assessed. While the traditional approach has been to focus on task performance, in the current dynamic environment there is a need to develop and retain a workforce who are more adaptable and demonstrate resilience. Based on the need to deal with challenges and changes associated with Talent Management in the current, the study suggests the need to integrate adaptive measures of performance to be competent to perform in the future. The study draws attention to the importance of focusing on a performance management system as a talent management strategy to realize business value and reward the individual contribution of employees. Drawing on existing literature through a systematic review of existing studies the research identifies dimensions of adaptive performance and interventions by transformational leaders that can facilitate these behaviours and performance. The interventions are aimed at developing collaboration among employees, learning, adaptability and dealing with uncertain and complex situations. These interventions can support leaders to develop themselves as leaders to help Organisations to prepare for change. The managerial implications of the interventions are discussed and future areas of research are identified.


Download data is not yet available.


Metrics Loading ...




How to Cite

Luthia, M. (2022). Reimaging Talent Management through Adaptive Performance in the Next Normal. SDMIMD Journal of Management, 13, 113–124.



Research Papers



Akhtar, P., Frynas, J. G., Mellahi, K., & Ullah, S. (2019). Big data?savvy teams’ skills, big data?driven actions and business performance. British Journal of Management, 30(2), 252–271.

Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017).Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis, 25(4).

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), 233–240. PMCid:PMC8053486

Balton, R. (2020). The lesson for HR: Think big and play the long game. [online] Available from: <>

Balthazard, C. (2006). Talent relationship management embrace the right point of view. Leadership Excellence, 23(1), 7.

Bartone, P. T., Kelly, D. R., & Matthews, M. D. (2013). Psychological hardiness predicts adaptability in military leaders: A prospective study. International Journal of Selection and Assessment, 21(2), 200–210.

Bednall, T. C., & Henricks, M. D. (2021). Adaptive Performance: A Review of Managerial Interventions. Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era, 71-89. https://

Bajaba, A., Bajaba, S., Algarni, M., Basahal, A., & Basahel, S. (2021). Adaptive managers as emerging leaders during the COVID-19 crisis. Frontiers in Psychology, 12, 1062. PMid:33927672 PMCid:PMC8076558

Bottomley, K., Burgess, S., & Fox III, M. (2014). Are the behaviors of transformational leaders impacting organizations? A study of transformational leadership. International Management Review, 10(1), 5–9.

Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51, 697– 713. PMid:32836500 PMCid:PMC7266413

Campbell, J. W. (2018). Efficiency, incentives, and transformational leadership: Understanding collaboration preferences in the public sector. Public Performance & Management Review, 41(2), 277–299.

Chiaburu, D. S., Peng, A. C., Oh, I. S., Banks, G. C., & Lomeli, L. C. (2013). Antecedents and consequences of employee organizational cynicism: A meta-analysis.Journal of Vocational Behavior, 83(2), 181–197. https://

Charbonnier-Voirin, A., El Akremi, A., & Vandenberghe, C. (2010). A multilevel model of transformational leadership and adaptive performance and the moderating role of climate for innovation. Group & Organization Management, 35(6), 699–726.

Charbonnier?Voirin, A., & Roussel, P. (2012). Adaptive performance: A new scale to measure individual performance in organizations. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 29(3), 280–293.

Chahal, H., & Kumari, A. (2013). Examining talent management using CG as proxy measure: a case study of State Bank of India. Corporate Governance: The international journal of business in society, 13(2).

Claus, L. (2019). HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), 207–215.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19: 4, 304–313.

Collings, D. G., Mellahi, K., & Cascio, W. F. (2017). The Oxford handbook of talent management. Oxford University Press.

Cummings, T. G., & Worley, C. G. (2015). Organization development and change. 10th Edition, Cengage learning.

Dorsey, D. W. (2003). Hiring for Knowledge-Based Competition, in S. E. Jackson, A. DeNisi & M. A. Hitt (Eds.), Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management, Pfeiffer, p. 155-177.

Djourova, N. P., Rodríguez Molina, I., Tordera Santamatilde, N., & Abate, G. (2020). Self-efficacy and resilience: Mediating mechanisms in the relationship between the transformational leadership dimensions and well-being. Journal of Leadership & Organizational Studies, 27(3), 256–270.

Frankiewicz, B., & Chamorro-Premuzic, T. (2020). The post-pandemic rules of talent management. Harvard Business Review, 1–6.

Han, T. Y., & Williams, K. J. (2008). Multilevel investigation of adaptive performance: Individual-and team-level relationships. Group & Organization Management, 33(6), 657–684.

Hancock, B., & Schaninger, B. (2020). HR says talent is crucial for performance-and the pandemic proves it.

Høgden, L. S. (2021). A study of Adaptive Performance: Facilitating for adaptive behavior through transformational leadership and psychological safety during Covid-19 (Master’s thesis, Handelshøyskolen BI).

Jundt, Shoss, & Huang (2015). Individual adaptive performance in organizations: A review. Journal of Organizational Behavior, 36(S1).

Luna-Arocas, R., Ignacio Danvila-Del Valle, & Lara, F. J. (2020). Talent management and organizational commitment: The partial mediating role of pay satisfaction. Employee Relations, 42(4), 863–881.

Luthia, M., & Sathiamoorthy, M. V. (2021). Impact of organizational support through employee communication and rewards on employee engagement: A study in the post-covid era. Towards Excellence, 13(2), 634–663.

Mahato, M., Kumar, N., & Jena, L. K. (2021). Re-thinking gig economy in conventional workforce post-COVID-19: a blended approach for upholding fair balance. Journal of Work-Applied Management. JWAM-05-2021-0037

Park, S., & Park, S. (2019). Employee adaptive performance and its antecedents: Review and synthesis. Human Resource Development Review, 18(3), 294–324.

Potnuru, R. K. G., Sharma, R., & Sahoo, C. K. (2021). Employee voice, employee involvement, and organizational change readiness: mediating role of commitment to change and moderating role of transformational leadership. Business Perspectives & Research, 1.

Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85, 612–624. PMid:10948805

Rothaermel, F. T. (2013) Strategic management, concept. The McGraw-Hill Companies, Inc.

Roy, G. S., & Devi, V. R. (2017). Inclusive vs exclusive approach to talent management: A review agenda. IPE Journal of Management, 7(2), 77–86.

?ahin, F., Gurbuz, S., & Köksal, O. (2014). Cultural intelligence (CQ) in action: The effects of personality and international assignment on the development of CQ. International Journal of Intercultural Relations, 39, 152–163.

Seltzer, J., & Bass, B. M. (1990). Transformational leadership: Beyond initiation and consideration. Journal of management, 16(4), 693-703.

Sharma, S., & Nair, M. (2021). A psychometric study on impact of supervisors’ transformational and transactional leadership behaviour on follower’ contextual & adaptive performance in banks. IPE Journal of Management, 11(1), 25–47.

Shet, S. V., Patil, S. V., & Chandawarkar, M. R. (2017). Framework for methodical review of literature on leadership competencies. Cogent Business & Management, 4(1).


Shoss, Witt, & Vera (2012). When does adaptive performance lead to higher task performance? Journal of Organizational Behavior, 33(7), 910–924.

Sneader, K., & Singhal, S. (2020). Beyond coronavirus: The path to the next normal. McKinsey & Company, 5.

Sommer, A. F. (2019). Agile transformation at LEGO Group: Implementing agile methods in multiple departments changed not only processes but also employees’ behavior and mindset. Research-Technology Management, 62(5), 20–29.

Sparrow, P. R. (2007). Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process. The International Journal of Human Resource Management, 18(5), 845–867.

Torraco, R. J. (2016). Writing integrative literature reviews: Using the past and present to explore the future. Human Resource Development Review, 15(4), 404–428.

Trost, A. (2014). Talent relationship management: Competitive recruiting strategies in times of talent shortage. Springer Science & Business.

Wigert, B., & Barrett, H. (2021). Performance Management Must Evolve to Survive COVID-19. Available from:

Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of management, 27(6), 701–721.

Zachariah, B. (2021). People matters - interstitial site — people matters. Available from: