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The main aims of the paper were to explore the role of information and communication technology (ICT) in shaping the work-life balance of managers working remotely and to identify individual recovery strategies and organisational interventions to support digital managers. The theoretical background was based on the work-family border theory and the effort-recovery model.

A semi-structured individual in-depth interview (IDI) was used as the research method. The research group consisted of 13 managers from companies in Poland representing various industries. In all, 560 min of recordings and 201 pages of text were obtained and subsequently coded and categorised.

The results showed that remote managers struggle with the work-life imbalance and blurred boundaries between work and private roles, as well as difficulties in maintaining digital hygiene. The use of ICT enables high flexibility but contributes to work-life conflict. Managers who work from home experience a constant workload and suffer from impaired recovery. The use of ICT creates a need to recover and maintain digital hygiene. However, there are constraints that impede managers' recovery attempts. Many feel that their work does not allow to recover but requires to be “always on” to help their subordinates fulfil their responsibilities, even though they do not expect their subordinates to work after hours. Finally, managers perceive organisational support as insufficient or inappropriate for their needs. They admit that they do not participate in organisational interventions due to lack of time and do not believe that they help them to maintain or restore their well-being.

The role of ICT in blurring the boundaries between work and private roles was explored in depth, as was the “always on” phenomenon as a factor contributing to the tension between the need to recover and the inability to engage in recovery activities. The study has practical implications for integrating individual and organisational approaches to well-being and identifies solutions to encourage managers to maintain digital hygiene and mental health.

This paper aims to explore the direction and extent of changes in the approach of organisations to employee development that have occurred as a result of the COVID-19 pandemic.

This research is of a qualitative nature. The thematic exploration uses the analysis of findings from 19 in-depth interviews with experienced HR managers and is preceded by desk research.

The findings advance our understanding of how the COVID-19 pandemic has affected developmental processes in organisations. The results indicate, apart from the change in the form and methodology of employee trainings due to the pandemic, that employees also desire new subjects to aid their development. One also noticed decreased employee engagement and increased fatigue with the use of multiple, online development initiatives.

For learning and development (L&D) practitioners, there are implications in relation to tailoring developmental offerings to fit the needs of employees to help them to progress more in the course of their work. In this new reality, an agile approach to employee development can work much better. The activities of the L&D departments should also take into greater account the changing and unpredictable reality as well as the evolving nature of information and communication technologies (ICT). The COVID-19 pandemic may contribute to the analysis and modernisation of existing offerings for development in organisations and foster a culture of lifelong learning.

This research makes an important contribution to the literature by examining the impact of situational context on modifications in development activities undertaken in organisations. The results indicate the need to change the existing role of L&D teams in organisations, taking into account the maximum use of e-learning potential, while understanding its limitations. It can be assumed that while the pandemic develops, designing hybrid learning will become even more important and L&D professionals will focus on combining the flexibility of self-training and available online resources with highly engaging real-world experiences.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A Polish researcher has analyzed the findings from 19 in-depth interviews with experienced HR managers to consider how organizational approaches to employee development changed during the covid19 pandemic. The findings provided insights into the changes in form and methodology, but also revealed employees’ desire for new approaches to help their development, as well as their stress and fatigue when overloaded with multiple, online development initiatives.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to define the impact of training and development (T&D) in the Visegrad countries (V4) as impacted by the Covid-19 pandemic, namely, Hungary, Poland, Slovakia and the Czech Republic. These countries have some political, cultural, social and economic similarities and share some common ground in the human resource development (HRD) sectors.

The authors used the HRD theory and the human capital theory to analyse the context, operations and impact of T&D in the V4 countries due to the Covid-19 pandemic. The research was conducted in 400 companies, 100 from each of the four countries using the computer assisted web interviewing technique. The questionnaire was in a six-point Likert scale format and addressed 12 topics related to T&D: policy, expectations, procedures of diagnosis, preparation, implementation, monitoring, trainees, trainers, investment and expenditures, evaluation, results and controlling.

The authors concluded that in the Visegrad countries, Covid-19 raised expectations on T&D. This was followed by increased levels of action in diagnosis, preparation, monitoring and implementation, following pre-existing and adjusted policies. Evaluation and control were complicated. Investment and results and the human side of the T&D (trainees and trainers) were the ones for which there were more uncertainties and perplexities.

The study has the limitation of using only a small sample in four countries. For further research, the authors suggest a larger study extended to all the European Union countries, an in-depth analysis of the current data and the kurtosis on Policy of T&D.

The results of the research can be used to improve T&D programs after the Covid-19 pandemic. They could also provide information to external trainers to improve and adjust their services according to the opinions of the respondents of the study. The research findings can also serve institutions responsible for policy provision of HRD at a national level by providing possibilities to apply for funding either within national or regional funds like the National Training Fund in Poland or within European Union money at a national level.

The study is original because even if the T&D in V4 countries during the Covid-19 pandemic had already been studied separately (e.g. Mikołajczyk, 2021; Vrabcová, Urbancová 2021; Vinichenko et al., 2021), no empirical, cross-national research analysing specifically the T&D in those countries has been carried out so far. The authors use an innovative methodology, addressing 12 topics and the people involved together with the stages in which a T&D policy is divided. That makes it innovative and very relevant.